B.N. Bahadur Institute of Management Sciences, Manasag angotri, University of Mysore, Mysore.

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1 1 COURSE CURRICULUM & REGULATIONS GOVERNING MASTER OF BUSINESS ADMINISTRATION (MBA) DEGREE COURSE W.E.F 2011 R E GU L A TION S 1. C o ur s e Tit le T he c ou r s e s ha ll b e ca l l ed Ma st e r o f Bu s in e s s A d m i ni s tr a ti on D e gr e e Cou r s e. T h e du rat io n o f t h e c ou r s e i s t w o y ea r s c o n si s ti n g o f fou r s e m e s t er s; t w o s e m e st er s in ea c h y ea r. A ca nd i da t e j oi n in g t h e c ou r s e s ha l l pu r su e p r e s cri b e d cou r s e s o f stu di e s. 2. Elig ib ili t y fo r A dm iss io n A n y g radu a te or p o s t gra du a t e i n a rt s, s c i en c e, c o m m e r c e, bu si n e s s ma na g e m e nt, a l li e d s c i e n c e s, e ng i n e eri n g a n d t e c h no l o g y, m e di ca l s c ie n c e s o f t hi s U ni v er s it y or fr o m a ny o t h er u ni v er s it y c o n si d er e d e qu i va l e nt t h er et o s ha l l b e e li gi b l e for a d m i s s i on to th e c ou r s e. Fu rt h er t h e a p p li ca nt s ha l l ha v e a mi ni mu m o f 5 0 % i n t h e qu a li fyi n g e xa mi na t i o n. A r e la xa ti o n o f 5 % i s a va i la b l e for S C/ ST & Cat -I ca n di da t e s. S el e c ti o n o f ca n di da t e s t o t h e c ou r s e s ha ll b e d o n e a s p e r ru le s o f t h e U n i v er s it y a n d G o v e rn m e n t o f Ka r na ta k a. 3. C o ur s e C o nte nt a n d I ns truc t io n a ) C o ur s e c o n tent: T h e cou r s e c o mp ri s e s o f su bj e c t s o f s tu d y, in t er n s hi p, pr oj e c t w ork a nd fi el d w ork a s pr e s cr i b e d. P eda g o g y i n clu d e s l e c tu r e s, ca s e stu di e s, gr ou p d i s cu s s io n s, qu i z z e s, s e m i na r s, c o m pu t er pra c ti ca l s, su m m er i nt e rn s h i p, fa c to r y vi s it s et c. b) S um me r I n terns hi p: A fte r t h e s e c o n d s e m e s t er e xa mi na ti o n s tu d e nt s s ha ll u n d erta k e t ea m ba s ed su m m e r i nt e r n sh i p a n d p r e pa r e a repor t u n d er t h e gu ida n c e o f a facu lt y m e m b er. T h e r e p ort s ha ll b e su b mi tt e d b e for e t he co m m e n c e m e n t o f t h e t hir d s e m e s te r fa i li n g w hi c h t h e s tu d en t s ha ll no t b e p e r mi tt e d t o j o i n t h e t hi r d s e m e s t er. c ) Fin a l Pr o ject: D u r in g t h e t hi rd a n d fou r t h s e m e s t er s ea c h stu d e nt s ha l l u nd e rta k e pr oj e c t w ork a n d pr e pa r e p ro j e ct r ep or t s tri c tl y in a c c or da n c e wi th t h e gu i d eli n e s i n t h eir e l e ct iv e a r ea u nd e r t h e su p er vi s i on o f a fa cu l ty. T h e s tu d e n t s a r e r e qu ir e d t o ma i n ta i n a pr oj e c t w o rk da ir y t o b e su b mi tt e d for e va lu a ti o n. T h e pr o j e ct repor t mu s t b e su b m it te d b e for e t h e c o m m e n c e m e nt o f th e fou rt h s e m e s t er e xa mi na ti o n, fail i n g w hi c h t he stu d e nt s ha l l n o t b e p er m itt e d t o a p p ea r for t h e e xa m ina ti o n. 4. A tte nd a nc e a n d C o n duc t T he C ou r s e i s a fu l l ti m e cou r s e a n d s tu d e n t s SH A LL N O T ta k e u p a n y e m pl o y m e nt / c ou r s e, pa rt t i m e or fu l l ti m e du r i n g th e ir s tu dy. Stu d e nt s fou n d v i ola t i ng t hi s ru l e s ha l l b e r e m o v e d fro m t h e c ou r s e. Mi ni mu m a tt e n da n c e o f 7 5 % o f a ctu a l w ork in g h ou r s i s requ ir e d i n ea c h pa p er. A stu d en t w ho d o e s n o t sa ti s fy t he r e qu ir e m e nt s o f a tt e nda n c e a n d co n du ct s ha ll n ot b e p e r mi tt e d t o wri t e th e e xa mi na t i o n i n t h e c o n c er n e d su b j e ct. 5. Ex a mi n at io n Ea c h su bj e ct i s di vi d e d i nt o i nt er na l a s s e s s m e n t ( I A) a n d e n d o f t e r m e xa mi na t i o n w it h m a rk s a ll o ca t e d a s s h o w n i n th e ta b l e. I nt er na l a s s e s s m e n t mu st b e s pr ea d o v e r si xt e e n w e ek s a l l o wi n g rea s o na bl e in t er va l b et w e e n a s s e s s m e n t s. I A ma rk s s ha ll b e a wa r d e d o n t h e ba si s o f a n nou n c e d a n d su r pr i s e t e s t s, te r m pa p e r s / s e mi na r s / qu i z z e s / ca s e di s cu s s i o n s a n d c o m pu t er p racti ca l s. T h e b r ea k u p o f a s s e s s m e n t ma rk s wi ll b e a s fol lo w s : a. A n n ou n c e d t e s t 0 5 Ma rk s b. Su r pri s e t e s t 0 5 Ma rk s c. T er m pa p er / s e mi na r / ca s e di s cu s s i o n 1 0 Ma rk s d. V iva -v o c e 0 5 Ma rk s To t a l 2 5 M ar ks T he r e s ha ll b e a t er m e n d exa m i na t io n o f 3 h ou r s du rat i o n for ea c h su bj e c t a t t h e en d o f ea c h s e m e st er ( e x c e pt in g pr oj e ct r e p or t). 6. Ev a lu a tio n o f Pr o ject R e po r ts 1. Su m m er i nt er n s h ip r e p ort a n d pr oj e c t w o rk dia r y a r e e va lu a t e d for 5 0 ma rk s t hr ou g h i nt e r na l va lu a ti o n. 2. Stu d e nt s s ha ll ha v e t o su b mi t a w ork da i ry a n d s y n o p si s o f t h e pr o p o s e d pr oj e ct w ork, t o b e e va lu a te d for 5 0 ma rk s b y th e c o n c er n ed gu i d e, b e for e t h e c o m m e n c e m e nt o f t hi r d s e m e s te r e xa mi na t i o n fa i li n g w h ic h h e / s h e wi ll n o t be a ll o w e d t o a p p ea r fo r th e t h ir d s e m e s t er exa m i na ti o n. 3. Ea c h pr oj e c t r e p ort i s eva lu a t e d for 7 5 ma rk s b y in t er na l a nd e xt er na l exa m i n er s. T h e gu i d e or di na r il y s ha l l be th e in t er na l exa m i n er. 4. A vi va -v o c e for 2 5 ma rk s w il l b e c on du c t ed b y a b oa r d o f th ree m e m b er s c on s ti tu t e d b y t h e Cha ir ma n, B O E fr o m t h e a p pr o v ed l i st o f e xa m in e r s. 7. D e c l ar atio n o f R e s ul ts T h e d e cla rat io n o f resu lt s s ha l l b e ma d e a s fo ll o w s : a. Mi ni mu m for a pa s s i s 4 0 % o f t h e ma rk s in ea c h e xa mi na ti o n pa p er a n d 5 0 % o f th e ma rk s i n t h e a g gr e ga t e o f fou r s e m e s t er s. T h e r e i s n o m i ni mu m for i nt er na l a s s e s s m e n t, a n d su m m er i n t er n s hi p r ep or t. b. T he mi n i mu m for a pa s s i n F i na l p ro j e ct r e p ort i s 3 0 /7 5 m a rk s a n d th e r e i s n o m i ni mu m for v iva -v o c e. c. Carr y ov e r i s p er m it t ed a s p e r U ni v e r si ty r e gu la ti o n s. d. D e c la rat io n o f gra d e s s ha l l b e d o n e a ft er t h e fou rt h s e m e s te r e xa mi na t i o n o n th e ba si s o f a g gr e ga t e ma rk s o f a ll s e m e st er s. T he d e cla ra ti o n s ha ll b e ma d e a s fol lo w s : G ra d e A1 7 0 % a n d a b o v e in t h e a g g r ega t e G ra d e A 6 0 % a n d a b o v e bu t l e s s tha n 7 0 % i n t h e a g gr e ga t e. G rade B 5 0 % a n d a b o v e bu t l e s s t ha n 6 0 % i n t h e a g gr e ga t e G rade F L e s s t ha n 5 0 % i n t h e a g gr e ga t e ( F AI L) D e c la rat io n o f r e su lt s i n t h e ca s e o f R EP E AT ER S s ha ll b e d o n e a c c or di n g t o g e n eral ru l e s o f t h e U n i v er si t y.

2 2 COURSE CURRICULUM & REGULATIONS GOVERNING MASTER OF BUSINESS ADMINISTRATION (MBA) DEGREE COURSE Sl N o COURSE STRUCTURE First Semester C r e di ts* Marks (L+ P/ S/ F) I nt l. En d Su bjec ts As s t. Term To ta l L P/ S/ F To ta l 1. Ma na g e m e n t Co n c e pt s & T he or i e s 2. O rga n i za ti o na l B e ha vi ou r Bu s i n e s s E n vir o n m e nt Ma na g e ria l C o m mu ni ca ti o n Ma na g e ria l A c c ou nti n g Ma na g e ria l E c o n o mi c s Sta ti st i c s for Ma na g e m e nt Total Se c o n d Se me s ter C r e di ts* M ar ks Sl (L+ P/ S/ F) I nt l. En d To ta l N o Su bjec ts As s t. Term L P/ S/ F To ta l 1. Ma rk et in g Ma na g e m e nt H u ma n R e s ou r c e Ma na g e m e n t 3. Cor p ora t e Fi na n c e Q u a nt ita ti v e M et h o d s Le ga l a s p e ct s o f Bu si n e s s O p era ti o n s Ma na g e m e nt Ma na g e m e n t I n fo r ma ti o n S y st e m s To ta l Third Semester C r e di ts* Marks Sl Su bjec ts (L+ P/ S/ F) I nt l. En d To ta l N o As s t. Term L P/ S/ F To ta l 1. Pr oj e c t Ma na g e m e n t En tr e pr e n eu r s hi p El e ct i v e I El e ct i v e II El e ct i v e III Pr oj e c t W ork D ia r y Su m m er I nt er n s hi p Repor t To ta l Fourth Semester C r e di ts* Marks Sl Su bjec ts (L+ P/ S/ F) I nt l. En d To ta l N o As s t. Term L P/ S/ F To ta l 1. Stra t e gi c Ma na g e m e n t 2. El e ct i v e I V El e ct i v e V El e ct i v e V I El e ct i v e V II Pr oj e c t R e p or t Pr oj e c t V i va -vo c e To ta l * L=Lect ur e 1 ho ur o f le c tur e pe r we e k fo r 1 5 we e ks = 1 c r e d it P/ S/ F=Pr ac t ic als/ Se m in ar s /F ie l d Wo r k 2 ho ur s o f pr ac tic a ls / s e mi n ar s / fie ld wo r k pe r we e k fo r 1 5 we e ks = 1 c r e d it Ele c tiv e Ar e as : 1. M ar ke t ing (M ) 2. Fi na nc e (F ) 3. H u m an R e s o ur c e M a n ag e me n t (H R M ) 4. I nter n atio n al B us i ne s s (IB ) 5. I nfo r m atio n S ys te ms (I S) 6. To ur is m & Trav e l M an ag e me nt (TTM ) 7. H e al th C ar e M an ag e me nt (HCM ) 8. S ma ll B us i ne s s M a n ag e me n t & E ntrepr e ne ur s hi p ( SBM &E ) 9. R e ta il ing & Su p pl y C ha in M a n ag e me n t ( R &SC M ) 1 0. Ba n ki ng & I ns ur a nc e ( B &I )

3 3 SYLLABUS FIRST SEMESTER 1.1 Management Concepts & Theories 1. M an ag e me n t : d e fin it io n s, na tu r e a n d s c o p e o f ma na g e m e nt, fu n ct i on s a n d pr o c e s s o f ma na g e m e nt, e v olu ti o n o f m a na g e m e nt t h eo ry fr o m T a yl or, Fa yo l, D ru ck e r t o t h e pr e s e n t. G r o wt h o f pr o fessio na l ma na g e m e nt i n I n d ia. Et h i c s i n ma na g e m e nt. 2. M an ag e r i al Pl a n ni ng : pla n ni n g pr o c e s s, t y p e s o f pla n s, s trat e gi c v s. o p erat i ona l pla n s, m o d el s o f s trat e g y fo r mu la t i on, li nk i n g s trat e g y t o s tru ctu r e. 3. D e c isio n M a ki ng : ma na g e ria l d e ci s i o n -ma k i n g p r o ce s s a nd m o d el s, s t ep s i n rat i ona l d e ci s i o n -ma k i n g, cr ea t i vi ty a nd gr o u p d e ci s i o n - ma k i n g. 4. O r g an i z atio ns : or ga ni za ti o na l t h eo ri e s a n d d e si g n, va ri ou s for m s o f or ga ni za t i o n stru c tu r e s, s pa n o f ma na g e m e n t p r in c ip l e s o f c o or di na t i on, a u th o rit y, p o w er, d e l ega ti o n a n d d e c e nt rali z a ti on. 5. M an ag e r i al C o ntrol: r ela ti o n s hi p b e t w e e n pla n ni n g a n d c o ntr o l - li mi ta t io n s o f co n tr ol, t y p e s o f c o nt ro l s y s t e m s a nd te c h ni qu e s ma na g e m e nt by e x c e pt i on, bu d g e ta r y c o nt r ol, fu n ct i ona l a nd d y s fu n ct io na l a s p e ct s o f bu d g eta r y c o ntr o l, i nt e rna l c o n tr ol sy s t e m s, in t er na l a u d it a n d ma na g e m e n t a u di t. Essentia ls o f Ma n a g e m e n t- Ko o n tz a n d O D o n n e ll. E - Mc G r a w H i ll, In troductio n to Ma n a g e m e n t- Fr e d Lu th a n s - Mc G r a w Th e Practic e o f Ma n a g e m e n t- Pe te r. F.D r u c k e r Ma n a g e m e n t- S to n e r, Freemen a n d G i lb e r t Ma n a g e m e n t- G r i ffin Ma n a g e m e n t- H o lt Ma n a g e m e n t- Ta s k s a n d Re s p o n s ib ili tie s - Pe te r. F. D r u c k e r Profe s s io n a l m a n a g e m e n t- Th e o H a imann O r g a n izatio n Th e o r y a n d D e s ig n Ric h a r d L.D r a f t Ma n a g e m e n t - R ic h a r d L.D r a ft Pe o p le a n d Pe r fo r m a n c e b y Pe te r F.D r u c k e r 1.2 Organizational Behavior 1. Fu n da me nt a ls o f O r g a ni z at io n al Be hav io r : e v olu t i on o f or ga ni za t i o na l b e ha vi or, i n di vi du a l s a nd O r ga ni za t io n s, for c e s a ffecti n g or ga ni za t i ona l b e ha v io r, C ha n gi n g w ork for c e a n d e m pl o y m e nt r ela ti o n s, i m pa ct o f gl o ba l i za t io n a n d i n for ma t i on te c h n ol o g y o n or ga n i za ti o na l b eha v i or, 2. I n div i d ua l D i me ns io n s i n O r g a ni z atio n al Be hav io r : i n di vi du a l di ffer e n c e s p er c e pt i on s, in t er e s t s, a p titu d e, a t titu d e, l ea r ni n g, p er s o na l it y, cr ea t i vi ty. 3. Gr o up D y n a mic s : g r ou p b e ha vi or, t ea m d e v e lo p m e nt, gr ou p c o h e si v e n e s s gr ou p d e ci s io n ma k in g p ro c e s s,, E ff e ct i v e t ea m s, or ga ni za t i o na l c o n fl i ct s, & c o n fl i ct r e s o lu ti o n, i nt e rp e rsona l sk il l s, J o ha ri Wi n do w a n d tra n sa ct i ona l a na l y s i s. 4. M o tiv atio n: t h e ori e s a n d m o d el s o f m o ti va t io n, L ea d e r s hi p, t h e or i e s o f l ea d er s hi p & l ea d e r s hi p s t yl e s. 5. M an ag e me n t o f C h a ng e : r e s i sta n c e t o cha n g e, cha n g e m o d el s, c ha ng e a g e nt s.o r ga ni za ti o na l e ffecti v e n e s s. O rga n i za ti o na l cl i ma t e a n d cu l tu r e., l ea r ni n g or ga ni za ti o n s. O r g a n izatio n a l Be h a v io r Ro b b in s. O r g a n izatio n a l Be h a v io r - Fr e d Lu th a n s H u m a n Be h a v io r a t Wo r k - Ke ith D a v is O r g a n izatio n a l Th e o r y a n d D e s ig n D a f t Th e Fif th D iscip lin e - Pe te r S e n g e Th e S e v e n H a b i ts o f h ig h ly E ffe c tiv e Pe o p le - S te p h e n Co v e y U n d e r s ta n d in g O r g a n izatio n a l Be h a v io u r U d a y Pa r e k h Th e Fiv e M in d s -Ho wa r d G a r d n e r All th e b o o k s b y Ed wa r d D e Bo n o Wo r k in th e 2 1 s t Centu r y La n d y a n d J e ffrey Business Environment 1. Bus ine s s as a s o c i al s ys te m : in t er na l a n d e xt er na l e n vir o n m e nt, s ta k e h ol d er ma p o f bu s in e s s, ro l e o f g o v er n m e nt i n e c o n o mi c a cti v it y a n d i t s i m pa ct o n bu s in e s s i n I n dia. Bu s i ne s s E t hi c s a n d C or p ora t e S oc ia l r e s p o n si bi li t y. I s su e s i n c or p ora t e g o v er na n c e. 2. Econo mic S truc tur e o f I nd ia : e c o n o mi c pla n ni n g i n I n d ia, tra n s iti o n fro m m i x e d e c o n o m y t o a ma rk et e c o n o m y, ou t li n e s o f Pu bli c a n d Pri va t e s e c t or s. C ha ra ct er i st i c s o f i n du str ia l, s e r vi c e a n d a g ri cu l tu ral s e ct o r s. R e gi o na l a nd s e ct o ral i m ba la n c e s, D u a l i s m, T r e n d s i n G D P.

4 4 3. M o ne tar y a n d Fisc a l S ys te m o f I n di a: ov e rv i e w o f In d i a s m o n eta r y p ol ic y, fi s ca l p ol i c y, ro l e o f RBI,t h e ba nk i n g s e c to r, In dia n fi na nc ia l s y s te m, m o n ey ma rk e t a n d ca pi ta l ma rk et s, st o ck e x cha n g e s a nd s t o ck ma rk e t r e fo r m s i n I n dia. In du s tria l fi na n c e i n I nd i a r ol e o f d e v el o p m e nt fina n c ia l I n st itu ti o n s a nd c o m m er c ia l ba n k s, N B FC s. Fi na n ci n g o f e x p ort s a n d i m p ort s, E X IM a n d ECG C. I s su e s i n ta xa t i on a n d g o v er n m e nt e x p e n di tu r e F RB M A c t, t h e p ro b l e m o f fi s ca l d e fi c it. 4. I n di an So c ie t y, C u lt ur e a nd Po li tic s : s o c ia l pr o bl e m s o f In dia, I m pa ct o f m od e rn i za t io n on I n dia n s o ci et y, d e m o gra p h y, ge n d er, e n vir o n m e nta l i s su e s. 5. I nter n atio n al B us ine s s Env ir o n me nt: In d ia a s a pl a y er i n t h e In te r na ti o na l ma rk et pla c e it s po s it i o n a n d pr o s p e ct s, t h e r ol e o f mu l ti -na ti o na l co m pa n i e s in I n dia. FD I & FI I s i n In d ia. Bu s in e s s En v ironment C. A. Francis Bu s in e s s, G o v e r n m e n t & S o c ie ty Ar th u r G o ld S m i th. Eth ic a l c h o ic e s - s h e k a r In d ia D e v e lo p m e n t Re p o r ts In d ia in Tr a n s i tio n J a g d ish Bh a g wa th i In d ia s Ec o n o m ic p o l ic y Bi m a l J a la n Is th e r e a In d ia n wa y o f th in k in g A. K. Ra m a n u ja m A Mi ll io n Mu tin ie s - V.S.Na ip u a l In te r n a tio n a l Bu s in e s s En v ironment b y D a n ie l s & Ra d b a u g h In d ia in th e Era o f Ec o n o m ic Re fo r m s S a c h s, J a ffre y, Va r s h n e y, Ashuto s h a n d Ra jp a i, N irupam, Ne w D e lh i, O x fo r d, Fiscal Po lic y, Pu b lic Po l ic y a n d G o v e r n a n c e S h o m e, Pa r th a s a r a th i Eig h t Le c tu r e s o n In d ia s Ec o n o m ic Re fo r m s S r in iv a s a n. T. N Fiscal Po lic y D e v e lo p m e n ts in In d ia S u r y In d ia s Ec o n o m ic Pe r fo r m a n c e a n d Re fo r m s : A Pe r s p e c tiv e fo r th e Ne w M ille n iu m S wa m y, S u b r a m a n ia n Imagin in g in In d ia Na n d a n N ile k a n i 1.3 Managerial Communication 1. I ntro duc tio n : na tu r e o f ma na g e ria l c o m mu ni ca ti o n, th e c o m mu ni ca t i o n pr o c e s s. E ffecti v e c o m mu ni ca ti o n a nd ba r ri er s t o co m mu ni ca ti o n, c o m mu ni ca t i on sk i ll s ; w ri ti n g, r ea di n g, l o gi c, a na l y s i s a n d li s t e ni n g 2. C o m m un ic atio n fo r Pr o b le m So lv i ng : pr ob l e m s ol vi n g c o m mu ni ca t i on m o d el fo r ca s e a na l y si s a n d r e po rt in g in d eta il. G r ou p di s cu s s i o n, i n -cla s s or w ork s h o p e x er ci s e s a n d a s s i g n m en t s. 3. Wr it ing S ki ll s : e x er c i s e s i n d ra ft in g l e tt er s, m e m o s, e -ma il, pr o p o sa l s, resu m e w rit i ng, r e p ort s a n d e x e cu ti v e su m ma r i e s. T h e s tru ctu r e a n d pr o c e s s o f cr ea ti n g bu s in e s s m e s sa g e s. 4. O r al C o m mu nic at io n : e x er ci s e s i n s p ea k in g, di s cu s s i n g, li st e n in g a n d n e go tia ti n g, bo d y la n gu a g e a n d k i n e si c s, bu s i n e s s e ti qu et t e s. 5. Bus ine s s Pr e s e n ta tio ns : ha n d s o n w it h e x c e l a n d o ffi c e p o w er po i nt. Be tte r Bu s in e s s Co m m u n ic a t io n D e n ish Mu r p h y Wr i tte n Ex e c u t iv e Co m m u n ic a t io n - S h u r te r Mo d e l Bu s in e s s Le tte r s - G a r tis id e. Bu s in e s s Co m m u n ic a t io n Le s ik a r Pe t ti t - Fla te r y. M LA s H a n d b o o k. Bu s in e s s Re s e a r c h Me th o d s - Co o p e r a n d S c h n e id e r Bu s in e s s Re s e a r c h Me th o d s - Z ik m u n d 1.5 Managerial Accounti ng 1. I ntro duc tio n to Ac c o u nti ng : m ea ni n g, a c c ou nt i ng c o n c ep t s a nd c o nv e n ti o n s F i na n c ia l A c c ou nt i ng V / s Ma na g e m e n t A c c ou nti n g Recor d in g, c la s si fy i ng a nd su m ma r i zi n g bu si n e s s t ransa c ti o n s l ea d in g to pr e pa rat i o n o f fi na l a c cou n t s o f s o l e pr o pr i eta r y, m er c ha n di z in g ma nu fa ctu r i ng a n d s er v i c e bu si n e s s e s u si n g E x c el. 2. C o m p an y Fi n al Ac c o un ts i n I n di a: r e qu ir e m e nt s o f C o m pa ni e s A c t o f wit h r e s p e ct t o p r epa rati o n o f Fi na l A c c ou nt s o f Co m pa ni e s - A n nu a l R e p ort s a n d i t s co n t en t s. 3. Fi na nc ia l s t ate me nt A n a ly s is : t e c h ni qu e s o f fi na n ci a l sta t e m e n t a na l y s i s: H ori z o nta l a na l y si s, V e rt ica l a na l y s i s, T r e n d A na l y s i s, Rat io A na l y s i s ( Pr o fita b ili t y, Li qu i d it y, S ol v e n c y a n d Ca pi ta l m a rk et rat io s ), pr e pa rat i o n o f fu nd flo w & ca s h fl o w s ta t e m e n t u si n g E x c el. 4. Exc e l a p pl ic a tio ns : pr e pa rat i o n a n d A na l y s i s o f I n c o m e Sta t e m e n t, Bala n ce S h e et, Ca s h Fl o w Sta t e m en t, Rati o s a n d Pr oj e ct i on s u s i n g e x c el 5. C o s t ac c o u nti ng : el e m e nt s o f C o s t s, Cla s s i fi ca ti o n o f c o s t s, Pr e pa rat i on o f C o st S h e et, C o st a c c ou nti n g s y st e m s : J o b c o st in g, pr o c e s s c o st i ng, co n tra ct c o st i n g a n d s er vi c e c o s ti n g, Ma r gi na l c o s ti n g a n d u s e o f br ea k -even a na l y s i s i n d e c i si o n -ma k i n g R el e va nt c o st s for ma rk e ti n g a n d pr o du c ti o n d e ci s i o n s - Co s t D ri v er s a n d A ct i vit y Ba s e d Co s ti n g. Fin a n c ia l Ac c o u n tin g : A Ma n a g e r ia l p e r s p e c tiv e R. Na r a y a n s wa m y In troductio n o f Ma n a g e m e n t Ac c o u n tin g - H o r n g r e n, S u n d e m, S t r a tto n. Co s t a n d Ma n a g e r ia l Ac c o u n t in g - D u n c a n Wil la m s o n Co s t a c c o u n tin g fo r Bu s in e s s Ma n a g e r s -As ish K Bh a tta c h a r a y y a. Ma n a g e m e n t a n d Co s t Ac c o u n tin g - Co l in D r u r y Ma n a g e m e n t Ac c o u n tin g H e n s e n Mo we n Fin a n c ia l An a ly s is a n d Mo d e l lin g Ch a n d a n S e n G u p th a

5 5 1.6 Managerial Economics 1. M an ag e r i al Eco no m ic s : i nt ro du ct i on, ba s i c c o n c ep t s, a p pl ica ti o n i n bu si n e s s d e ci s i on -making. D e ma n d a n d Su p pl y A na l y s i s, d et e r mi na nt s, e qu il i briu m, ela s ti c it y, d e ma n d for e ca s ti n g a n d e s ti ma ti n g m e t ho d s 2. The o r y o f c o ns u me r be h av io r : c o n su m er pr e fer e n c e s, in di ffer e n c e cu r v e s, bu d g et c o n st rai nt, u t ili t y ma xi mi za ti o n a n d t h e d eri va ti o n o f th e c on su m e r d e ma n d cu r v e. 3. Pr o d uc tio n a nd C o s t An a l ys is : pr o du c ti o n fu n c ti o n s -cost fu n ct io n s, a n d pr o fit fu n c ti o n s, t ota l, a ve ra ge a nd ma r gi na l c o st s, r e tu r n s to fa c to r s a nd s ca l e, s h or t ru n v / s l o n g ru n de c i si o n s, de ri va t io n o f t h e su p pl y cu r v e. 4. M ar ke t A n al ys is: ma rk et for m s, p er fect c o m p et it i on, m o n o po l y, m o n op o li s ti c, ol i g op o ly. O u t pu t a n d pr i c e d e t er mi na ti o n. Cart e l s a n d c ol lu si o n, m er g er s a n d a c qu i s it i on s a n d g o v er n m e nt r e gu l a ti on s i n th e for m o f pr i c e d ir e ct i v e s, ta x e s, su b si di e s, a nt i -t ru s t a ct io n a n d c o m p et iti o n p o li c e s. 5. N at io n a l I nc o me Ac c o un ti ng : c o nc e p t s o f G D P, N I, p e r c a pi ta i n c o m e, PP P N a ti o na l i n c o m e a c c ou n ti n g i n I n dia. Bu s in e s s cy c l e s a n d bu s i n e s s for e ca s ti n g. M ea su ri n g bu si n e s s c y cl e s u si n g tr e n d a n a ly s i s, ma cr o e c o no m i c i n di ca t or s in bu s in e s s c yc l e m ea su r e m e nt, C o pi n g st rat e gi e s for bu si n e s s. Ma n a g e r ia l Ec o n o m ic s - D o m in ic k S a l wa to r e. Ma n a g e r ia l Ec o n o m ic s - G u p ta a n d Mo te Ec o n o m ic s - S a m u e lson &N o r d h a u s Ma n a g e r ia l Ec o n o m ic s b y Pe te r s o n a n d Le wis Mic r o Ec o n o m ic s D o m in ic k S a lv a to r e Ma c r o Ec o n o m ic s Pa lmer a n d o th e r s Ma c r o Ec o n o m ic s - Ko u tin y a s 1.7 Statistics for Management 1. Q u a nt ita ti v e da ta i nt e rp r eta t i on i n ma na g er ia l d e ci s io n ma k i n g: c ol l e cti o n cla s s i fi ca ti o n ta bu la t io n fr e qu e n cy d i str i bu ti o n c ha rt s u si n g e x ce l, m ea su r e s o f c e nt ral t e n d e n ci e s a n d di s p e r si o n u si n g v i su a l ex p l orat io n s i n M S ex c e l. 2. Cor r ela ti o n a n d r e gr e s s i on : mu lt i pl e c orr e la ti o n ba s i c pr o ba b il it y c o n c ep t s c o n dit i ona l p ro ba bi li t y Bayes t h e or e m u s e M S e x c el PH ST AT Pr o ba b il it y d i st ri bu t io n s : b i no m i na l Po i s s o n a n d no r ma l di s tri bu t i on s u si n g ex c e l e s ti m a ti o n po i nt a n d i nt e r va l u si n g E x c e l. 4. Sta ti st i ca l D e ci s i o n T he o ry : h y p ot h e si s te s ti n g for m ea n s a n d pr o p ort i on s a n d for di ffer e n c e o f m ea n s a n d pr o p ort io n s a na l y si s o f va ria n c e. 5. Sa m pli n g : sa m p li n g t e c h ni qu e s, ra n d o m sa mp li n g, ra n d o m nu m b er s ta b l e, M o nt e Car l o si mu la ti o n, C hi -squ a r e t e st s, ti m e s er i e s for e ca s ti n g, ha n d s -o n w it h M S e x c el. S ta tist ic s fo r Ma n a g e r s u s in g M ic r o s o ft e x c e l Le v in e, S te p h a n & o th e r s S ta tist ic s fo r Ma n a g e m e n t Ric h a r d Le v in a n d Ru b in [e x c e l v e r s io n ] S ta tist ic s Mu r r a y S p ie g e l, S c h a u m S e r ie s Probabili ty a n d S ta tis tic s Mu r r a y S p e ig e l, S c h a u m S e r ie s Q u a n tita t iv e Bu s in e s s An a ly s is Te x t & Ca s e s S a m u l Bo d ile y & o th e r s Bu s in e s s S ta ti s tic s Ka z m ie r, S c h a u m S e r ie s Ba s ic Bu s in e s s S ta t ist ic s Be r e u r a m a n d Le v in e Q u a n tita t iv e Me th o d s An d e r s o n, S we e n y & Wi ll ia m SECOND SEMESTER 2.1 Marketing Management 1. I n troduc tio n to M ar ke ti ng M a n ag e me nt: na tu re o f m a rk eti n g ma na g e m e nt, T yp e s o f pr o du ct s / s e rv i c e s. Ma rk et i n g c o n c e pt s : Pr o du c t, P ro du ct i on, S el li n g, Ma rk e ti n g a n d So c i et a l, C o n c e pt s Ma rk et in g en v ir o n m en t, el e m e nt s o f Ma rk et i n g Mi x. C la s s i fi ca ti o n o f g oo d s & s er vi c e s. 2. C o ns u me r Be h av io r : c o n su m er & bu ye r b eha v io r pr o c e s s, mo d e l s o f c o n su m er b e ha vi or. Ma rk et r e s ea r c h a n d ma rk et i nt el li g e n c e. Ma rk et in g i n for ma ti o n s y s t e m. 3. M ar ke t Se g me nt atio n a n d T ar g e ti ng : co n c e pt o f s e g m e nta ti o n a n d ta rg e ti n g, ba si s for s e g m e nta ti o n. S e g m e nta ti o n fo r c o n su m er a n d in du st ria l pr o du ct s, Pr o du ct p o s it io n in g. 4. Pr o d uc t & Pr ic e : p ro du ct M ix a n d Pr o du ct Li n e, l ev e l s o f pr o du ct, n e w pr o du ct d e v e lo p m e n t, p r odu c t li fe c y cl e st rat e gi e s. Bra n d in g, ty p e s o f bra n d s, bra n d bu il di n g, m ea su r i ng bra n d e qu it y. Pa ck a gi n g a n d la b e li n g. P ri ci n g : G e n eral p ri ci n g a p pr oa c h e s, n e w pr o du c t pr i ci n g s trat e gi e s, Pu bl i c p ol i cy a n d pr i ci n g. 5. Pr o mo t io n an d Pl ac e M i x: el e m e nt s o f p ro m o ti o n m i x, Ma rk e ti n g c o m mu ni ca t i on pr o c e s s, Pu bl i ci ty, A d ve rt i si n g a n d pu b li c r ela ti o n s.

6 6 P er s o na l s el li n g a n d sa l e s pr o m ot i o n. D ir e c t ma rk e ti n g a n d o nl i n e ma rk e ti n g. D i st ri bu t io n c ha n n el s a n d lo g i st i c s ma na g e m e nt, C ha n n el d e si g n a n d a d m i ni s trat i on, Pu bl i c p ol i cy a n d di s tr ibu ti o n d e ci s i on s. Ma r k e t in g Ma n a g e m e n t Ph ilip Ko tle r, Prentic e H a ll In d ia, (Ne w e d itio n ) Ba s ic Ma r k e tin g Pe r a u l t Fu n d a m e n ta ls o f Ma r k e t in g Wi ll ia m S ta n to n Prin c ip le s o f Ma r k e t in g Ph il ip Ko tle r a n d G a r r y Arms tr o n g Ma r k e t in g Ma n a g e m e n t Ra ja n S a x e n a Ma r k e t in g Ma n a g e m e n t Zic k m u n d Ma r k e t in g Ra m e s h Ku m a r 2.2 Human Resource Management 1. Pe r s pe c tiv e s i n H R M : ro l e o f H R ma na g e r s, su b -syst e m s o f H R M, H R fu n ct i on s a n d p o li c ie s. O r ga ni za ti o n for H R M, D ev e l op m e nt o f H R M i n In dia, R e c en t tr e n d s i n H RM, I m pa ct o f gl o ba l i za t io n on H RM. 2. H R Pl a n ni ng, R e c r ui t me n t a n d Se le c tio n: s c o p e o f H R p la nn i n g, J o b a na l y s i s, j o b d e si g n J ob d e s cr i pti o n a nd jo b e va lu a t i on, m e t ho d s o f recru it m e nt. T e st in g fo r s el e c ti o n o f e m p lo y e e s, u s e o f p s y c ho l o gi ca l te s t, s el e c ti o n pr o c e s s, i nt er v i e w s, err o r s in s el e c ti o n. 3. Tr ai ni ng a nd D e v e lo p me n t: i ndu c ti o n a n d O ri e n ta ti o n, m et h od s o f trai ni n g, tra i ni n g ma nu a l, t rai ni n g u n d er I SO a n d Q S Certi fi ca ti o n. Su p e rv i s or y, E x e cu t iv e a nd Ma na g e m e nt d e v e lo p m e n t pr o gra m m e s. Car e er d e v el o p m e nt. 4. Pe r fo r m anc e M a nag e me nt: K R A a n d K P A s, T ra di t io na l v s M o d er n m et h o d s o f p er for ma n c e m a na g e m e nt. P o t en tia l a p prai s a l, F e e d ba ck s y s te m s. J o b e va lu a t i on. 5. C o m pe ns a tio n P la n ni ng : wa g e s a nd sa la r y, A d m i ni s trat i o n p erk s, Fri n g e b e n e fi t s, Bo nu s, I n c e nti v e s. C o m p e n sa t i o n su r v ey s. Pr o du c ti v it y, P er for ma n c e li nk ed, Pa y s tru ctu r e. C o m p e n sa ti o n r e vi e w a n d s tru ctu r i ng. H R a n d Pe r s o n n e l Ma n a g e m e n t Ke ith D a v is Pe r s o n n e l Ma n a g e m e n t Flip p o H u m a n Re s o u r c e Ma n a g e m e n t T. V. Ra o H u m a n Re s o u r c e Ma n a g e m e n t Pa tta n a ik H u m a n Re s o u r c e Ma n a g e m e n t M ic h e a l Arms trong H u m a n Re s o u r c e Ma n a g e m e n t G a r y D e s s e le r 2.3 Corporate Finance 1. Go al o f the Fir m : p ro fi t ma x i mi za ti o n v s w ea l t h ma xi m i za t io n, Va lu e cr ea ti o n, A g e nc y pr o bl e m s, S o cia l responsi b il it y, R o le o f fi na n c ia l ma na g e m e nt, T i m e va lu e o f m on e y, Va lu a ti o n o f s e cu ri ti e s st o ck s a n d b o n d s. C o n c e pt o f ri sk a nd r e tu r n s o f s e cu r it i e s, u si n g p ro ba bi li t y di s tr ibu ti o n t o m ea su r e r i sk, ri sk a nd r etu r n i n p or t fol io c o nt e xt (u si n g e x c el). 2. C a pi ta l B u dg e ti ng : e st i ma t in g ca s h flo w s i ni tia l, in t er m e dia t e a n d te r mi na l Ca s h fl o w s o n i n cr e m e nta l ba si s, Ca pita l bu dg e ti n g d e ci s io n ru le s, Pa y ba ck, AR R, D C F t e c h ni qu e s N P V, IR R, P I, u si n g e x c el. 3. C o s t o f C a pit al : c o st o f d e bt, p r e ferr e d s t o ck, e qu i ty, c o m pu ti n g W AC C, T h e C A P M a p pr oa ch, A dju s ti n g W A CC for r i sk. Lo n g -t er m fi na n c i ng, Pu bl i c i s su e o f d e b t, P r e ferr e d st o ck a n d C o m m o n s t o ck, T er m l oa n s. 4. C a pit a l S truc tur e T he o r ie s : tra di ti o na l v i e w v s M M h y p ot h e si s, M M p o si ti o n I & II, Ca pi ta l s tru ctu r e d e s ig n in g i n pra ct i c e EBIT - EP S a na l y s i s, t h e p e ck i n g or d er t h eo ry. D i vi d e n d d e ci s io n s, Rel e va n c e v s irr el e va n c e o f di vi d e n d s. 5. Wo r king C a pit a l M a nag e me nt an d F in a nc e : ca s h ma na g e m e n t, Recei va b l e s ma na g e m en t a nd I nv e n to r y ma na g e m e n t. Wo rk in g ca pi ta l fi na n c e i n I nd ia. Fu n d a m e n ta ls o f Fin a n c ia l Ma n a g e m e n t Va n H o r n e a n d Wa c h o wi tz Fin a n c ia l Po l ic y a n d Ma n a g e m e n t Va n H o r n e, 1 2 t h e d i ti o n. Fin a n c ia l Ma n a g e m e n t Prasanna Ch a n d r a Co r p o r a te Fin a n c e Brig h a m a n d Erhardt Co r p o r a te Fin a n c e Ro s s, We tf ie ld & J a f fe r 2.4 Q uantitative Methods 1. Sc ie nt ific me tho ds : in du ct i o n, d e du c ti o n, t h eo r y, c o n c e pt s, c on s tru ct s, d e fi n it io n s, va r ia bl e s, m o d el s, la w s, h y po t h e si s, s y ll o gi s m, l ev e l s o f a b st ra cti o n. Fa lla c i e s o f r ea s o ni n g. T h e na tu r e o f r e s ea r c h in Ma na g e m e n t, E x er c i s e s i n w rit i n g a r e s ea r c h pr o p o sa l. 2. Pr i nc i ple s o f r e s e ar c h de s ig n: t y p e s o f ba si c r e s e a rch m et h o d s a nd s e c o n da r y r e s ea r c h m e t ho d s, sa m pl i n g d e si g n, m ea s u rement a n d m ea su r e m e n t s ca l e s. D a ta co ll e c ti o n m et h od s, o b s er va t i o na l stu d ie s, e x p eri m e n ta ti o n. Q u a l ita ti v e m e t h od s o f r e s ea r c h. 3. A n al ys is an d pr e s e n ta tio n o f D at a: u s e o f sta ti s ti ca l te c h ni qu e s, st yl e ma nu a l s. E x er ci s e s i n wr iti n g ma na g e m e n t r e p or t s.

7 7 4. Li ne ar pr o g r a m mi ng : t y p e s o f l i n ea r pr o gra m mi n g, s i mp l e x m et h o d, pr i ma l a n d du a l, s e n s it i vit y a na ly s i s, r e s ou r c e a l l o ca ti o n, p ro du ct i on pla n ni n g, pr o du c t m i x a n d ca p ita l bu d g e ti n g d e ci s i o n s u s i n g s o ft wa r e s. 5. Tr a ns po r ta tio n a nd as s ig n me nt pr o b le m: s equ e n ci n g p ro b l e m s, D e c i si o n ma k in g u n d er r i sk a n d u n c er ta i nt y, d e ci s i on t r ee s. M S e x c el s ol v er for a l l th e a bo v e m od e l s Bu s in e s s Re s e a r c h Me th o d s Zik m u n d Ma r k e t in g Re s e a r c h Ma lh o tra N. K. Bu s in e s s Re s e a r c h Me th o d s D o n a ld R. Co o p e r s a n d S c h i n d le r Fo u n d a t io n s o f Be h a v io u r a l Re s e a r c h F.N. Kerl in g e r M LA H a n d b o o k fo r Re s e a r c h e r s ML A Associa tio n A PA Ma n u a l S o c ia l Re s e a r c h Me th o d s Bryan Ca s e S tu d y Me th o d o f r e s e a r c h Ro b e r t K Yin D e s ig n in g Q u a l ita t iv e r e s e a r c h Ma r s h a l l a n d Ro s s m a n Re s e a r c h D e s ig n & Me th o d s Ke n n e t G.Bo r d e a u x & O th e r s Ma r k e t in g Re s e a r c h wi th S PS S Co r l Mc.D a n ie l & G a te s Ma r k e t in g Re s e a r c h Ch u r c h i l & La c o b u c c i 2.5 Legal Aspects of Business 1. O utl i ne s : I n du s tr i e s D ev e l op m e n t a n d R e gu la t i o n A ct (I D R A), Co m p e tit i on A c t. F or e i gn e x cha n g e ma na g e m e n t a ct.( FE M A) 2. O utli ne s : c o m pa n y La w, pr ov i si o n s o f I nd ia n Co m pa ni e s A ct rela ti n g t o i n c or p ora ti o n, ma na g e m e nt a nd a d m i ni s trat i o n. Fil i n g o f retu r n s, R e m ed i e s a ga i n s t mi s ma na g e m e nt a n d o pp r e s si o n. P o w er s o f in v e s ti ga t i on b y t h e G ov e rn m e n t, I s su e s r ela t i ng to g o o d c or p ora t e g ov e r na n c e. 3. O ut li ne s : i nt e ll e ctu a l pr o p ert y ri g ht s, Pa te n t s a n d T radema rk s A ct, c o py r ig h t s a c t, ge o gra p hi ca l a p p el la t io n, 4. O utli ne s : s e cu r it y Ma rk e t La w s, S e cu ri t y a n d E x c ha n g e B oa r d o f I n dia A c t (S EBI ), S e cu rit i e s co n tra ct a ct, La w s p er ta i ni n g t o s t o ck e x c ha n g e s, S A RF E SI A c t. 5. O ut li ne s : c on su m e r pr o te c ti o n a c t a n d I n for ma t i on t e c h no l o gy a ct. A Ma n u a l o f Bu s in e s s La ws S.N. Ma h e s h wa r i a n d S. K. M a h e s h wa r i Bu s in e s s La w fo r Ma n a g e m e n t K. R. Bu lc h a n d a n i Bu s in e s s En v ironment: Te x ts a n d Ca s e s Francis Ch e r u n i la m Bu s in e s s a n d Co r p o r a te La ws S.S. G u lshan a n d G. K. Ka p o o r Ba r e Ac ts o f r e s p e c tiv e le g is la tio n s. 2.6 Operations Management 1. O pe r atio ns M a n ag e me nt : p ro du ct s trat e g i e s Pr o du ct l i fe c y cl e Pr o du c ti v e s y s t e m t yp e s I m pa c t o f t e c h no l og y a n d o r ga ni za t i on o f th e op e rati o n s fu n cti o n R e qu i r e m en t s o f for e ca s ti n g fo r o p erat i on s. 2. P la nt Lo c atio n an d Ty pe s o f P la nt L a yo ut : pr o d u ct p la n n in g a n d c o ntr o l I n v en t or y pla n ni n g a nd co n tr ol Ma t e ria l s requ i r e m en t s pla n ni n g P la n ni n g pr o du ct io n i n a g gr e ga t e t e r m s. 3. J o b D e s ig ni ng : w ork stu d y a n d t i m e s tu d y S ta ti s ti c a l qu a li ty co n tr ol m et h o d s J a pa n e s e ma nu fa c tu ri n g sy s t e m s Fl e xi b l e ma nu fa ctu r i ng s y s te m O p e rati o n s s y st e m s o f t h e fu tu r e. 4. To t al Q u al it y M a n ag e me n t: t r en d s i n qu a l it y ma na g e m e n t b e n ch ma rk i n g a n d bu s i n e s s p ro c e s s r e e n gi n e er i n g, Ka i z e n Six S i g ma M ot or ola s y s t e m s Q u a li t y c rit e ria ba s e d o n D e m i ng pr i z e Ma l co l m Bal dri g e A wa r d. Q u a lit y Ma na g e m e nt Sy s t e m s, I SO Sta n d a rd s. 5. S u pp l y C ha i n M a n ag e me nt : co n c e pt o f S C M. O p e rati n g m o d el for su p pl y c ha i n. Ma na gi n g t h e ex t er na l a n d i nt e rna l su pp l y c ha i n. G l o ba l SC M a n d sou r ci n g. Mo d e r n Pr o d u c t io n Ma n a g e m e n t Bu f fa E l wo o d. S, a n d Ra k e s h K. S a r e n, J o h n Wile y a n d S o n s, Productio n a n d O p e r a tio n An a ly s is S te v e n Na h m a s Ca s e s in Productio n / O p e r a tio n s Ma n a g e m e n t K.N. Krishnas wa m y Th e Be n c h m a r k in g Ma n a g e m e n t G u id e A m e r ic a n Productiv i ty a n d Q u a lity Cente r, Productiv ity Pr e s s, U S A, To ta l Q u a l ity Ma n a g e m e n t D a le H. Be s te r fie ld a n d o th er s Pe a r s o n Ed u c a tio n, Ne w D e lh i, To ta l Q u a li ty Ma n a g e m e n t Po o r n i m a Ch o u d h a r y Pe a r s o n Ed u c a tio n Ne w D e lh i, To ta l Q u a li ty Ma n a g e m e n t S r id h a r Bh a tt. S u p p ly c h a in Ma n a g e m e n t th e o r y a n d p r a c tic e s Mo h a n ty a n d D e s h m u k h, Biz ta n tra Management Informati on Systems 1. I n fo r m at io n S ys te ms : da ta v s I n fo r ma ti o n, S trat e g i c r ol e o f i n for ma ti o n in ma na g e m e n t, O r ga ni za ti o n a s a n in fo r ma t i on s y st e m. T PS, MI S, D S S, E S S, O A S, N et w o rk i n g c o n c ep t s, t e l e c o m mu n i ca t io n s n e t w ork s. 2. Sys te ms D e v e lo p me nt: t h e co n c e pt o f s y s t e m s d e v e lo p m e nt li fe cycl e (SD LC),T y p e s o f SD LC, U s e o f fl o w c ha rt s.

8 8 3. A p pl ic atio n Tec hno lo g ie s : ER P co n c e pt s, Ev o lu ti o n o f E RP, E RP pa ck a g e s, S A P, Baan, M FG -PR O, O ra c l e, E RP E va lu a ti o n, E RP a n d BPR, ER P I m pl e m e nta ti o n, E x t e nd e d E RP, Ca s e s tu d i e s. 4. We b P ub lis hi ng : w eb pu b li s h in g, T y p e s o f w e b s it e s, W e b su r fi n g, E - c o m m er c e, B2 B, B2 C, C2 C, E -commer c e s e cu r it y i s su e s, E th i ca l i s su e s 5. Pr ac t ic als o n ER P -. Fu n ct i ona l m o du l e s i n bu s i n e s s. MIS Ke n n e t t G. La u d e n a n d J a n e P. La u d e n MIS J a m e s A. O Br ie n MIS - C.S. V.Mu r th y Co m p u te r To d a y S. K. Ba s u d e v ER P Co n c e p ts V. K. G a r g 3.1 Project Management THIRD SEMESTER 1. Pr o ject M a nag e me nt : c o n c e pt s & k e y t e r m s, e v olu t io n o f i nt e g rat e d pr oj e c t ma na g e m e nt s y s t e m, a li g ni n g p r oj e ct s w it h or ga ni za t i on s trat e g y, e ffect i ve p r oj e ct p or t fol i o ma na g e m e n t s y st e m, p r oj e ct li fe c y cl e, fea s i bi lit i e s o f pr oj e c t s -di ffer e nt for m s o f p ro j e ct c o ntra c ti n g. 2. Pr o ject Sc o pe M a n ag e me nt : d e fi ni n g p r oj e ct s c op e, c rea ti n g w ork br ea k d o w n st ru c tu r e ( WB S), pr oj e ct r oll u p, pr o c e s s br ea k d o w n s tru ctu r e, r e s p o n s ib il it y ma tr ix. 3. Pr o ject Sc he d ul ing : n e t w ork m o d el s, PE RT & C P M u si n g s o ft wa r e s, m ea su r in g r i sk. 4. Pr o ject R is k M a n ag e me nt : c o nt i ng e n c y p la nn i ng, s c h edu li n g resou r c e s, r edu c in g pr oj e ct du rat i on. 5. Pr o ject Te a m M a n ag e me nt : bu il di n g hi g h -p er for ma n c e p ro je c t t ea m s, ma na gi n g v irtu a l pr oj e c t t ea m s, pr oj e c t c o nt ro l p ro c e s s. Pe r for ma n c e m ea su r e m e n t a nd eva lu a ti o n, pr oj e c t qu a li t y, p la n n in g, qu a li t y a s su ra n c e, qu a li t y a u di t, pr oj e ct cl o su r e, p o s t c o m pl e ti o n a u dit. R e ferenc e s : Pr oj e c t Ma na g e m e n t Cl i ffor d G ra y & La r s o n T he p ra cti c e a n d t he o ry o f pr oj e c t ma na g e m e n t cr ea t i ng va lu e th r ou g h c ha ng e N e w t o n, R ic ha rd , H a m p s hir e, Pa l gra v e P u b E ffect i v e pr oj e c t Ma na g e m e nt Cl e m e n t s, J a m e s P & G id o J a ck , N e wd el h i, C e n ga g e L ea rn i ng Pr oj e c t Ma na g e m en t: A ma na g eria l a p pr oa c h M er e d it h, J a ck. R & Ma nt el Sa mu e l.j , N e w D el hi, J o h n W il e y & So n s Pr oj e c t Ma na g e m e n t fo r bu si n e s s, en g in e e ri n g & t e c h n ol o g y: p ri n ci p l e s & p ra cti c e N i c ho la s, J o h n. M & St e y nl, H e r ma nn Pr oj e c t Ma na g e m en t H a rv e y Ma y l or , N e w D el h i, Ma c m il la n pu b w w w. p m i. or g 3.2 Entrepreneurship 1. Fo u nd a tio ns o f Entre pr e ne ur s hi p: na tu r e o f E nt r ep r e n e u rshi p, so c ia l & cu l tu ral fa c to r s i n nu rtu r i ng e n tr e pr e n eu r s hi p. In s ti tu t io na l su p p or t for pr o m ot i n g e n tr e pr e n eu r s hi p i n I n dia, r ol e o f U ni v er s it i e s & Co ll e g e s, C SI R la b s. Ca s e stu d y o f i n cu ba ti o n 2. Bus ine s s Pl a nn ing : fro m i d ea g e n era ti o n t o pr e pa ra ti o n o f d eta il e d bu si n e s s pla n s. E x e rci s e s i n pr e pa rati o n o f bu si n e s s pla n s. 3. Ve nt ur e C a pi ta l: va lu i n g a n d fi na n c i ng a v e ntu r e, s ta g e s o f v e ntu r e d e v el o p m e nt a n d fina n c in g, v e ntu r e ca pi ta l fi r m s ( V C s) ve n tu r e e x pa n s i o n s trat e g i e s. 4. R ur al & s o c i al e ntre pr e ne ur s hi p: p ot e nt ia l for e ntr e p reneu r s hi p in ru ral I n dia, S H G s, mi cr o cr e d it e tc., Ca s e s tu d i e s o f r u ral & s o cia l e ntr e p reneu r s h i p in I n dia. 5. Entre pr e ne ur s i n I n di a: fa mi l y bu si n e s s e s, n e w g e n era ti o n e ntr e p reneu r s, w o m en e ntr e pr e n eu r s. En trepreneurship Pr o f. T. V.Ra o En trepreneurship H is r ic h & Pe te r S ta y h u n g r y s ta y fo o lish- Ra s h m i Bh a n s a l En trepreneurship - Ma th e w J Ma n i m a la In d ia s n e w c a p ita l ist H a r ish D a m o d a r a n Bu s in e s s Ma h a r a ja s G e e th a Pe r a m a l ELECTIVE PA PERS MARKETING 3.3 Elective MM 1: Consumer Behavior and Marketing Research 1. C o ns u me r Be h av io r : i nt r odu c ti o n, Fa ct or s in flu e n ci n g c on su m e r b e ha v i ou r, P er s o na li t y, P s yc h o gra p hi c s, Fa m il y, S o ci et y, Va lu e s o f p er c e pt io n, A tt itu d e a n d l i fe s t yl e s, D i ffer e n t m o d el s o f c o n su m er

9 9 b e ha v i ou r E co n o m i c, L ea rn i n g, P sy c h oa na l y ti ca l, S oc i ol o gi ca l, H o wa rd Sh e tt, N i c o sia, W e b st e r a n d Wi n d, E ng e l, B la ck w e ll a nd Mi na r d m od e l s. 2. Bu y ing D e c i s io n M a ki ng Pr o c e s s : bu yi n g r ol e s, S ta g e s o f t h e d e ci s i on pr o c e s s H i g h a nd l o w e ffo rt d e ci s i o n s, P o s t pu r cha s e d e ci s i o n s, M od e l s o f c o n su m er b e ha vi ou r 3. M ar ke t ing R e s e ar c h D e s ig ns : t yp e s o f r e s ea r c h d e s ig n s, T e c h ni qu e s a n d to o l s o f da ta c oll e c ti o n Sca l e s a n d m ea su r e m e nt, Va r i ou s ty p e s o f da ta, Sa mp li n g t e c h ni qu e s, Sa m p l e si z e d et e r mi na t i on. A na l y s i s a n d in t er pr eta ti o n o f da ta. Repor ti n g t h e r e s ea r ch fin d i ng s. 4. A p pl ic a tio n o f Q u a nti t ativ e To o ls i n M ar ke t ing : d e c i si o n ma k i n g u si n g R e gr e s si o n a na ly s i s, AN O V A, D i s c ri m i na n t a na ly s i s, Fa c t or a na l y s i s, Clu st e r a na l y si s, Mu lt i -di m e n s io na l s ca li n g a n d C o nj oi n t a na l y s i s, U s e o f S PS S fo r da ta a na l y s i s. 5. M ar ke t R e s e ar c h: ma rk et i ng a n d ma rk et r e s ea r c h, Q u a lita ti v e r e s ea r c h, Ma rk et a n d sa le s a na l y si s. M oti va ti o n r e s ea r c h, C o m mu ni ca t i o n resea rch, Pr o du ct, Pr i ci n g a n d D i st ri bu t io n r e s ea r c h. Ma r k e t in g Re s e a r c h R.Na r g u n d k a r Co n s u m e r Be h a v io u r S c h if fman a n d Ka n u k Ma r k e t in g Re s e a r c h Tu ll, G r e e n a n d H a wk in s Bu s in e s s Re s e a r c h Me th o d s Zik m u n d Ma r k e t in g Re s e a r c h N. K. Ma lh o tra Ma r k e t in g Re s e a r c h Pa r a s h u r a m a n, G r e wa l Co n s u m e r Be h a v io u r H o y e r Ma c In n is 3.4 Elective MM 2: Sales and Logistics Management 1. Sa le s M a n ag e me nt: o bj e ct i v e s o f sa l e s ma na g e m e nt, Per s o na l s e ll in g pr o c e s s, D e v el o pi n g p er s o na l s e lli n g s trat e g i e s. O r ga n i z in g th e sa l e s for c e T yp e s o f sa l e s or ga ni za t i on s D et er m i ni n g th e k in d o f sa l e s for c e a nd Si z e o f t h e sa l e s for c e. Q u a lit i e s o f sa l e s e x e cu t iv e s. 2. M an ag i ng t he S ale s Fo r c e : e ffect i ve R e cru i ti n g, S el e c ti n g a n d T rai ni n g th e sa le s fo r c e. T i m e a nd t err it or y ma na g e m e n t, Sa l e s t err it or i e s a nd Sa l e s Q u ota s C o m p en sa ti n g sa l e s for c e, M ot i va ti n g t h e sa le s fo r c e Co nt r oll i n g t h e sa l e s for c e E va lu a t i ng t h e sa l e s for c e. 3. R e t a il ing a n d Who le s a li ng : n o n -st or e r e ta i li n g, E -ta ili n g, D ir e ct ma rk e ti n g, T e l e ma rk e ti n g, Ma rk eti n g on t h e n et, E m er g in g tr e n d s i n reta il i n g & w h ol e s a li n g. 4. D is tri bu tio n an d Lo g istic s M a n ag e me nt: d e s i g n o f d i str i bu ti o n c ha nn e l, S tru ctu r e a n d Cha n n el ma na g e m e n t. C o m po n e nt s o f l o gi s ti c s in b ou nd a n d ou t b ou n d l o gi s ti c s, k ey l o gi s ti c s a c ti vi ti e s vi z., Cu s t o m er s e rv i c e s - I n v e nt or y ma na g e m e nt Ma t er ia l ha n dl i ng Co m mu ni ca ti o n O r d er pr o c e s s i ng, Pa ck a gi n g T raffi c a n d transporta t i on Wa r e h ou si n g a n d s t ora g e. 5. Lo g istic s Str ateg y: l og i st i c s i n for ma ti o n s y st e m, O rga ni z i ng fo r e ffecti v e l o gi s ti c s, I m pl e m e nt i ng l o gi s ti c s s trat e g y Co m pu t er pa ck a g e s u s e d i n l o gi s ti c s. R eta il in g a n d w ho l e sa l i n g, sa l e s a n d lo g i sti c s for ru ra l ma rk e t s. S a le s Ma n a g e m e n t D e c isio n s, S trate g ie s a n d Ca s e s Ric h a r d R. S til l, Ed wa r d W. Cu n d if f a n d No m a n A. P. G o v a n i Profe s s io n a l S a le s Ma n a g e m e n t R.E. An d e r s o n, J o s e p h F. H a r, A la n J. Ba s h Ma r k e t in g Ch a n n e ls Lo u is W. S te r n, Ad e l I. E R An s a r y, T. Co u g h la n Fu n d a m e n ta ls o f Lo g is tic s Ma n a g e m e n t M. La m b e r t, J a m e s R. S to c k, M. E lira m Lo g ist ic s Ma n a g e m e n t D o n a ld J.B. a n d D.J. C lo s s Lo g ist ic s a n d S u p p ly Ch a in Ma n a g e m e n t Ma r t in Ch r isto p h e r S a le s Ma n a g e m e n t An a ly s is a n d D e c isio n s Ma k in g Th o m a s N. In g r a m Ma n a g in g S u p p ly Ch a in J.L. G a tto r n a n d D. W. Wa ld is 3.5 Elective MM 3: Advertising and Sales Promoti on Management 1. Pr o mo tio n M ix: el e m e nt s o f ma rk et in g pr o m oti o n m ix, Ad v er ti s i n g, Pu b li c it y, P er s o na l s e lli n g, Pu bl i c r ela t i on s a n d Sa l e s pr o m ot io n, D e t er mi na nt s o f p r o mo ti o n m i x. 2. Adv e r t isi ng : t yp e s o f a d ve rt i s e m e nt, a d v er ti s e a b il it y a n d a dv e rti s i n g a id s, A d v er ti s i n g pla n ni n g a n d d e c i si o n ma k i ng. 3. A dv e r tis ing C am p aig n Pl a nn i ng : s et ti n g a d v er t i si n g g oa l s a n d o bj e ct i v e s, T h e D A G M AR A pp r oa c h. M e s sa g e s trat e g i e s a n d ta cti c s, Cr ea ti v e a p p roa c h e s, Co p y w rit i n g a n d te s ti n g, A d v er ti s in g c o p y d e s ig n a n d c o m mu n i ca t io n s tra te g y, C o p y -vi su a li za t i on la y ou t, A d v er ti s in g a p p ea l s a n d t h e m e s, Cla s s i fi ca ti o n o f a d v ert i s e m e nt co p i e s, E s s e nt ia l s o f a g o od c op y. E x er ci s e s i n dra fti n g a d v ert i s e m e nt co p y. 4. Adv e r t isi ng M e di a: t y p e s o f m e d ia, m ed ia p la n n i ng a nd s c h edu li n g, A d v er ti s e m e nt bu d g et s, a p pr oa ch e s t o a d ve rt i si n g, bu dg e ti n g. M ea su ri n g a d v ert i si n g e ffecti v e n e s s. A d v ert i si n g s trat e g ie s for ru ra l ma rk e t s. 5. A dv e r tis ing A g e nc ie s : p ro fi l e o f ma j or a d v ert i si n g a g e n ci e s i n I n dia a n d a b r oa d, Ru ra l a d v e rti s i n g, s o cia l a dv e rt i si n g, e th i c s i n a dv e rt i si n g, a d v ert i si n g s ta n da r d s c ou n ci l o f I n dia ( A SCI ).

10 10 Ad v e r tise m e n t a n d Promotio n Be lc h a n d Be lc h Ad v e r tis in g Aa k e r a n d Ba th r a Ad v e r tis in g Ma n a g e m e n t Ch u n a wa lla Ad v e r tis in g Ma n a g e m e n t Wr ite a n d Zie g le r Co n te m p o r a r y Ad v e r tis in g Wi ll ia m s Arens Ad v e r tis in g Ma n a g e m e n t Ra je e v Ba t r a, J o h n G. My e r, D a v id Ak e r Ad v e r tis in g Pla n n in g & I m p le m e n ta tio n S a n g e e ta S h a r ma & Ra g h u v ir S in g h Ad v e r tis in g Prin c ip le s a n d Practic e We l ls, Mo r ia try, Bu r n e tt Ad v e r tis in g Ma n a g e m e n t J a ishri J e th wa n r y, S h r u th i J a in Ma r k e t in g Co m m u n ic a tio n D a h le n FINA NCE 3.3 Elective FM 1: Advanced Capital Budgeting 1. C as h F lo w M e a s ur e me nt: d e p e n d e n c e a nd i n d e p en d e n c e o f ca s h fl o w s in e va lu a ti n g pr oj e c t s, M ea su res o f r i sk a nd r etu r n s, In fla t i on i n ca pi ta l bu d g et in g, R ea l v s n o mi na l di s c ou nt rat e s, Bia s in ca s h fl o w e s ti ma t e s, T o ta l r i sk fo r mu lt i pl e i n v e st m e n t. M ea su ri n g ca s h fl o w fo r a c qu i s iti o n. U s e o f E x c el for e sti m a ti n g ca sh flo w s & d e ci s io n ma k i n g. 2. R a n ki ng Pr o jec ts: N P V v s IR R Co n fli c t s, Fi s h er s ra t e o f i n t er s e ct i on, Mu lt i pl e IR R s, MIR R, O pt i ma l d e c i si o n u n d er ca p ita l ra ti o ni n g 3. R e al O pt io ns i n C a pit a l I nv e s t me nt: ty p e s o f o pti o n s e x pa n si o n, A ba n d on m e n t a n d p o st p o n e m e nt. 4. Pr o ject R is k A n al ys i s : t e ch n i qu e s for m ea su ri n g s t a n d a l o n e ri sk S en s it i vi ty a na l y si s, S c e na r i o a na l y s i s a n d Si mu la t io n 5 Fi n a nc i ng D e c isio ns : s ou r c e s o f l o ng -t er m fi na n c e s fo r a p ro j e ct. Lea s i n g T y p e s o f l ea s e s, s tru ctu ri n g o f l ea s e r e nta l s a n d e va lu a t i on o f l ea s e. 3.4 Elective FM 2: Advanced Capital Str ucture Theories 1. E mp ir ic al Pe r s pe c tiv e s o n t he F in a nc i a l C h ar ac ter is tic s : a na l y s i s o f c o m p o si te ca s h fl o w s, L e ve ra ge, O w n er s hi p st ru c tu r e s, ROE, P/ E rati o s, D i vi d e n d pa y ou t, D i vi d e n d y i el d s, a n d o t h er fina n c ia l c ha ra ct e ri s ti c s o f S e n s e x a n d N i fty fir m s. 2. Pr inc ip a l Ag e nt C o nfl ic t a n d Fi n a nc i al Str ategie s : in tr o du c ti o n, Li mi t e d lia bi lit y a nd t h e s epa rat io n o f o w n er s h i p a n d c o nt ro l, r ol e o f ma na g e m e nt wi t h d i ffu s e o w n er s hi p. Cla s s i c d ir e ct i v e t o ma na g e m e nt, e xt e n d e d sta k e h ol d er s, Co n fli c t s o f i nt er e s t, C o ntra c t s a n d a r e v i s e d di recti v e. 3. I nfo r ma tio n As y m me tr y a n d t he M ar ke ts fo r C o r p o r ate Se c ur it ie s : in tr o du c ti o n, T h e or i e s o f t h e e ffect s o f i n fo r ma t io n a s y m m e tr y, Va lu a ti o n o f tra d e d equ it y u n d er a s y m m e tri c in fo r ma t i on, In fo r ma t io n a s y m m et r y a n d t h e Q u a li ty o f t h e ma rk et for a fir m s e q u it y, o p ti ma l o w n er s h ip st ru c tu r e. 4. Leverag e D e c is io n: in tr o du cti o n, C or p orat e a n d p er s o na l ta xa ti o n, M od i fyi n g M M pr o p o s iti o n s t o a c c ou n t fo r c or p orat e ta x e s, T ra dit i ona l trade-o ff th e or y, A g e n cy t h eo r y a n d l ev e rage d e c i si o n, A s y m m e tri c in fo r ma t io n a n d l e v era g e, ba la n ci n g a g e n c y c o s t s w it h i n for ma ti o n a s y m m et r y. 5. The Fir m s E nv ir o nme nt, Go v e r n a nc e, s trategy, o pe r a tio n a n d fin a nc i a l s tr uc t ur e - fir m s bu si n e s s e n v ir on m e n t, o p era ti o n st ru ctu r e, fi na n c ia l stru c tu r e, ri sk p er for ma n c e a nd c o nti n g e n ci e s, e m pi ri ca l a na l y s e s o f ri sk. 3.5 Elective FM 3: Portfolio Management 1 M ar ke t e ffic ie nc y : ra n do m wa lk a n d th e e ffi c i e nt ma rk e t h y p ot h e s i s, E mp ir i ca l t e st i ng o f E ffi ci e nt Ma rk et H yp o t h e si s (E M H ). P or t fol io T he or y Ca pi ta l a ll o ca t i o n b et w e e n t h e r i sk y a s s et a nd t h e r i sk fr e e a s s e t, O pti ma l ri sk y p ort fo li o s -Ma rk o w it z m o de l V s S to c ha s ti c D o m ina n c e A na l y si s ( SD A), E qu il i briu m i n ca p ita l ma rk et s Capita l a s s e t pri c i ng m o d el, I n d ex m o de l s a n d A r bit rage pri c in g th e or y a n d mu l ti fa c t or m o d e l s o f ri sk a n d r e tu r n. 2 Fi xe d I nc o me Se c ur itie s : b o n d Pri c e s a n d yi e ld B on d C ha ra ct e ri s ti c s a n d T y p e s, Bo n d Pri c in g, B o n d y i el d, T er m Stru c tu r e o f In te r e st ra t e, In te r e st rat e ri sk -i nt e r e st rat e s e n sit i vi ty, du ra ti o n, c o nv e x it y a n d i m mu n i za ti o n. 3 Fu n da me nt a l An a ly s is : e c o n o mi c a na l y s i s, I n du s t ry a na l y s i s, Co m pa n y a na l y s i s, F o reca s ti n g c o m pa n y ea r n in g s, Va lu a ti o n o f c o m pa n i e s, 4 Technic al A n al ys i s : ma rk e t i nd i ca t or s, F or e ca s ti n g in d iv i du a l s t o ck p er for ma n c e, T ec h n iqu e s, T yp e s o f c ha r t s, D o w t h eo ry, R e la t iv e s tr e ng t h, C o nt rar y o pi n io n, M o vi n g a v e rage, C on fe rence i n d ex, T radi n g v o lu m e, C o n c e pt o f d e pt h, b r ea d t h a n d r e s il ie n c e o f th e ma rk e t. 5 Ac t iv e Po r tfo l io M a nag e me nt: p ort fo li o p er for ma n c e e va lu a t i on m ea su r in g i n v e st m e n t r e tu r n, co n v e nt i ona l t h eo ry o f p e r for ma n c e e va lu a t i on, M 2 a n d T 2, ma rk e t ti m i ng, p er fo r ma n c e a tt ri bu ti o n pr o c e du r e s, s t yl e a na l y si s a n d m or ni n g s ta r s, ri sk a dj u st e d ra ti n g. A c ti v e p or t fol io c o n stru c ti o n u s in g T reynor B la ck m o d el

11 11 HUMAN RESOURCE MANAGEMENT 3.3 Elective HRM 1: Human Resource Devel opment 1. H um a n R e s o ur c e D e v e lo p me nt : su b sy s t e m s o f H RD & O D, H R M a nd H RD, E m e rg i ng tr e n d s i n H RD, H R D i n IT i n du str y, p u bl ic s e ct or, g ov e r n m en t or ga ni za ti o n s, a n d N G O s. 2. Pe r fo r m a nc e M an ag e me nt: tra d iti o na l a n d m o d er n te c h ni qu e s, O p e n A p pra i sa l I d e n ti fi ca ti o n o f K e y P e r for ma n c e Ar ea s a n d K e y R e su lt Ar ea s Ma na g e ria l a p pra i sa l E th i ca l i s su e s i n p er for ma n c e a p prai sa l. P ot e nt ia l a p prai sa l, F e ed ba ck m e c ha n i s m s, Pe r for ma n c e ma na g e m e nt a nd ca r e er d ev e l op m e n t. Bi -di r e cti o na l p er for ma n c e ma na g e m e nt. 3. M e nto r i ng, C o ac h ing & E mp lo ye e C o u ns e li ng Se r v ic e s : na tu r e m e nt or i ng a nd c oa ch i ng, C oa c h i ng t o i m pr o v e p oo r p er for ma n c e, E ffect i v en e s s o f c oa c hi n g, N e e d for e m pl o y e e c ou n s el i n g pr o gra m s, Co m p o n e nt s & Cha ra ct er i st i c s, I s su e s i n e m p l oy e e c ou n s e l in g. 4. C ar e e r P l an n ing a nd D e v e lo p me nt: m ea ni n g a n d p r o c e s s Car e er pa t h, Car e er w i dt h a n d L e n gt h Su c c e s s i on p la n n in g Career D e v el o p m e nt. 5. Le ar n ing a nd de v e lo p me n t i n kno wl e dg e s e t ti n g : lea r ni n g i n a k no w l e d g e e nv ir o n m e nt, cr ea t i ng a h o li s ti c d e v el o p m e n ta l a p pr oa ch, d e v el o pi n g s o cia l ca pi ta l, d e v el o pi n g k n o wl e d g e l ea d e r s hi p ca pa bil it i e s, pr oj e ct -ba s e d l ea rn i ng, w o rk i n g w it h t e c h no l o gy, bu il di n g a c o m pr e h e n si v e k n o w le d g e d e v el o p m e nt stra t e gy, pla n ni n g fo r in d iv i du a l d e v el o p m e nt. H u m a n Re s o u r c e D e v e lo p m e n t Ra n d y L. D e s imone, J o n M. We r n e r & D a v id M.H a r r is. D e s ig n in g a n d Ma n a g in g H u m a n Re s o u r c e S y s te m s Pa r e e k, U d a i a n d Ra o T. V. Re c e n t Ex p e r ie n c e in H u m a n Re s o u r c e D e v e lo p m e n t Ra o T. V. a n d Pe r e ira, D.H. Pe r fo r m a n c e Ap p r a isal Th e o r y a n d Practic e Ra o T. V. Effe c tiv e H u m a n Re s o u r c e D e v e lo p m e n t Neal E. Ch a l o fskey, Ca r le n e Re in h a r t. H u m a n Re s o u r c e Ma n a g e m e n t S a ty a d ia n S. Mir z a Kn o wle d g e Ma n a g e m e n t S h e ld a D e b o ws k i J o h n Wile y, In d ia p u b lic a tio n s. 3.4 Elective HRM 2: Organizational Change and Development 1. O r g ani z at io n a l C h a ng e : p la n n e d o r ga n i za t io na l c ha n g e, C ha n g e a g e nt s, D y na mi c s o f r e si s ta n c e to c ha n g e, Pla n n e d c ha n g e. Q u a lit y w o rk l i fe. 2. O r g a ni z at io n D e v e lo p me nt : hi s to ry o f O r ga ni za ti o n, D e v el o p m e nt Va lu e s A s s u m pti o n s B e li e fs in or ga ni za t i on d e v el o p m e nt. 3. T he o r y a nd M a nag e me nt o f O r g a ni z at io n D e v e lo p me nt: fou n da t i on s o f or ga ni za t i o n d e v el o p m e nt Ma na g i ng t h e o r ga n i za t io n de v e lo p m e nt pr o c e s s A c ti o n r e s ea r ch a n d or ga ni za ti o n d e v el o p m e nt. 4. O r g a n iz a tio n D e v e lo p me nt I ntervent io n : t ea m i nt e rv e nt i on I nt er - gr ou p a nd t hi rd pa rt y p ea c e ma k i n g i n t er v e nti o n C o m pr e h e n si v e in t er v e nti o n Stru ctu ral i nt er v e nt i on s T ra in i n g e x p eri e n c e s. 5. K e y C o ns i de r atio ns a n d I s s ue s : i s su e s i n c o n su l ta nt Cl i e nt rela ti o n s h ip s S y st e m ra m i fi ca ti o n s Po w e r, p oli ti c s a n d orga n i za ti o n d e v el o p m e nt R e s ea r c h i n o rga n i za ti o n d e v e lo p m e n t O r g a n izatio n D e v e lo p m e n t Fr a n c h a n d Be l l; O r g a n izatio n Be h a v io u r Fred Lu th a n s H u m a n Be h a v io u r a t Wo r k Ke i th D a v is; O r g a n izatio n a l D e s ig n fo r Ex c e lle n c e Kh a n d a wa lla O r g a n izatio n a l in te llig e n c e S ilb e r Ke a r n y Th e d a n c e o f c h a n g e Pe te r S e n g e a n d o th e r s Th e f if th d isc ip lin e Pe te r S e n g e 3.5 Elective HRM 3: Training and Development 1. Train ing : i n tr o du c ti o n, I m p or ta n ce o f tra i ni n g, A d va n ta g e s o f tra i ni n g, T raini n g c ha l l e n ge s, C ha n g in g w ork pla c e a n d w ork for c e, T raini n g a s a su b s y s te m o f H RD, L ea r n in g e n vi r on m e n t, In s tru c ti o na l d e s ig n, Lea r ni n g ou t c o m e s, F e e dba ck, C o n di ti o n s o f t ransfer, C o n v ert i n g trai ni n g o b j ec ti v e s t o tra in i n g pla n. 2. Tr ai ni ng N e e ds A s s e s s me nt ( TN A) : m et h o d s o f T N A, O r ga ni za ti o na l su p po rt for T N A, O r ga ni za t i o na l a na l y si s S p e ci fy in g g oa l s, Id e nt i fyi n g c o n stra i nt s, R e s ou r c e a na l y s i s, L ea r ni n g pr in c i pl e s, T raini n g en ha n c e m e nt, T rai n e e cha ra ct er i st i c s. 3. Tr ai ni ng D e l iv e r y: tra di ti o na l v s M o d er n m et h o d s, SD L P, S i mu la te d w ork s et ti n g s, D L P, C D RO M, I nt era c ti v e Mu l ti m e dia, W eb -ba s e d in s tru ct i on s, I nt e lli g e n t T rain in g S y st e m (IT S), V ir tu a l R ea li t y T raini n g ( VRT ). 4. Tr ai ni ng Ev al u at io n: c ri t eria, E va lu a ti o n o f cr it e ri a, D i m e n s i on s o f cr it er ia, U s e o f e x p eri m e n ta l d e s ig n s, Q u a s i e x pe ri m e nta l d e si g n s,

12 12 U ti lit y c o n s er va ti o n s, I n di vi du a l d i ffer en c e mo d e l s, C o nt e nt va li d it y m o d el, Sta ti s ti ca l m et h o d. 5. Tr ai ni ng I nterve ntio ns : l ea r n in g E x p eri e n c e a n d Bu il di n g O r ga n i za t io n Capa bi li t y, E m pl o y e e ca pa bil it y, A p pr e nt i c e s hi p, V e s ti bu le, E m b ed d e d trai ni n g, T ea m bu i ld i n g, cr o s s a n d I n t er -p o si ti o n a l trai n i ng, Lea d er s h i p trai n in g. Tr a in in g in O r g a n izatio n Ir win L. G o ld s te in, J. Ke v in F o r d. Effe c tiv e Tr a in in g : S y s te m S trate g ie s & Pr a c tic e s P Ni c k Bla n c h a r d J a m e s W Th a c k e r. Tr a in in g Fo r O r g a n iza tio n a l Tr a n s fo r m a tio n Ro lf P Ly n to n U d a i Pa r e e k. Th e Tr a in e r s p o r ta b le m e n to r G a r g u lo & O th e r s INTERNAT IO NAL B USINESS 3.3 Elective IB 1: International Economics 1. The o r ie s o f I n ternat io n al Tr a de : t h e la w o f co m pa rati v e a d va nta g e, th e s ta n da r d th e or y o f in t er na t i ona l tra d e, fa ct or s e n d o w m e nt a n d t h e H e ck s h er -O hli n t h e or y. 2. D e m an d & S up pl y A n al ys i s : i ntr o du ct i on, t h e e q u ili br iu m rela t iv e c o m m o dit y p ri c e w it h tra d e -pa r tia l a n d g e n era l e qu il i bri u m a na l y s i s, rela ti o n s h ip b et w e e n g en e ral a n d pa rt ia l e qu il i briu m a n a ly s e s, o ffer cu r v e s, t h e t er m s o f tra d e a n d ga i n s. 3 Econo m ie s o f Sc ale : i ntr o du ct io n, i m p er fect c o m p et iti o n a n d in t er na t io na l t rade, tra d e ba s e d o n d y na mi c t e ch n o lo g i ca l di ffer e n ce s, ca u s e o f tra n s p or ta ti o n, i n du st ry l o ca t i o n, e n vi ro n m e n ta l s ta n da r d s a nd in t er na t io na l tra d e. 4. Econo mic Gr o wt h an d I nter na tio n al Tr a de : gr o wt h fa c t or s o f pr o du cti o n, t e c h ni ca l p r og r e s s, g ro w t h a n d tra d e i n s ma l l c ou ntr y a n d la rg e c ou n tr y p er s p e c ti v e, e ffect a n d e va lu a ti o n, t rade cha n g e s. 5. Tr ade M o de s : m od e s, d et er m i na nt s, for ei g n i n v e s t m e nt s FD I, F PI, FD I o n na ti o na l tr ea t m en t fa ct o r. H e t er o ge n e it y i n in t er n a ti ona l t rade, In dia i n t h e g lo ba l s e tti n g a n d gl o ba li za ti o n o f I n dia n bu s i n e s s. D o m e n ic S a lv a to r In te r n a tio n a l Ec o n o m ic s Pa u l R. Krugman a n d O b s t fe ld. M In te r n a tio n a l Ec o n o m ic s, 3 r d Ed it io n, H a r p e r Co llin s Pu b., Bu c k le y, Ad r ia n Mu lt in a tio n a l Fin a n c e, Ne w Yo r k, Prentic e H a ll In c.m In te r n a tio n a l Ec o n o m ic s Ro b e r t J.Ca r b a u g h In te r n a tio n a l Ec o n o m ic s Th e o.s. Eic h e r, J o h n H. Mu tti a n d Mic h e l le H.Tu m o v s k y In te r n a tio n a l Ec o n o m ic s G lo b a l Ma r k e ts a n d c o m p e ti tio n H e n r y Th o m p s o n, Elective IB 2: International Trade Policy 1. O v e r v ie w o f I nter na tio n al Trade : i nt ro du ct i o n, d e v e lo p m e n t, o p erat i ng fa ct or s, fa c to r s l ea d in g t o gr o wt h i n i nt e rna ti o na l tra d e a n d e va lu a t i on. 2. Tr ade R e s tr ic tio ns : pa rt ia l e qu il i briu m a na l y si s a n d e ffect s o f ta ri ffs, th e or y o f ta r i ff s tru ctu re t h e ra t e o f e ffecti v e pr o te c ti o n, g e n eral i za ti o n a n d e va lu a ti o n t h e or y o f e ffect i v e pr ot e c ti o n, g e n eral e qu il i briu m a na l y s i s o f ta r i ff in s ma ll a n d la r g e c ou n tr y p er s p e ct iv e, o pt i mu m ta ri ff. 3. N o n -tr ade B ar r ie r s a nd Pr o tect io n is m: in tr o du cti o n -i mp o rt qu ota s - ot h er n o n -ta ri ff ba rr i er s a n d n e w pr o t e cti o n i s m -t h e p o lit ica l e c o no m y o f p r ot e ct i on i s m -strat e g i c tra d e a n d in du s tria l p ol i ci e s, t h e U ru gu a y rou n d a n d ou t s ta nd i n g t ra de pr o bl e m s. 4. Eco no mic I n tegrat io n - C us to m un io ns an d free tr a de ar e a s : tra d e cr ea ti n g cu s to m u ni o n s, t rade di v er s i o n s, t h e or y o f s e c o nd b e st a n d ot h er s ta t i c w e l fa r e e ffect s o f cu s t o m u ni o n s -d y na mi c e ffect s fr o m cu st o m u ni o n, a na ly s i s o f e c o n o mi c in t e grat io n -E U F T A, N A FT A, a tt e m pt s a t e c o n o mi c i nt e grat i on a m on g d e v e lo p in g c ou ntr i e s, transit i o n e c o no m i e s a n d e m er gi n g e c o n o mi e s. 5. I n ternat io n a l Tr ade & Econo m ic D e v e lo pme nt : regu la ti o n s, fr e e trade, pr ot e c ti o n, d e t er mi na nt s, FD I r egu la ti o n s, cu rr e n c y c o nv e rt ib il it y r e gu la t i on s, r e gu la ti o n s o f for ei g n trade a n d i mp l e m e nta t i o n i n In d ia, i m p orta n c e a n d t er m s o f tra d e to d e v el o p m e nt, ex p or t i n s ta b il it y, i m p ort su b s tu t io n / e xp or t o ri e nta ti o n, cu rr e n t pr o bl e m s fa c in g d e v e lo p i ng c ou n tri e s. In te r n a tio n a l Tr a d e Po l ic y A c o n te m p o r a r y a n a ly s is Nig e l G o lm wa d e In te r n a tio n a l Tr a d e a n d Tr a d e Po l ic y Eth a n a n H e lp m a n In te r n a tio n a l Tr a d e Po lic y A d e v e lo p in g c o u n try perspectiv e a u th o r : D il ip K.D a s In te r n a tio n a l Tr a d e Po lic y fo r Te c h n o lo g y Tr a n s fe r Yi S h in Ta n g, In te r n a tio n a l Tr a d e Po l ic y Fredic k Vic to r Me y e r

13 Elective IB 3: Export Import Procedures, Doc umentati on and Supply Chain Management 1. I n ternat io n a l Tr a de Po lic y Fr a me wo r k: r e gu la t io n s fo r I nt e rna ti o na l trade, l e ga l a sp e c t s o f e x po rt s i mp o rt s co n tra ct, e xi m p o li c y o f I n dia. 2. E x po r t Trade Pr o c e d ur e s & D o c u me nt at io n : e x p ort pr o c edu r e s, pr e s hi p m e n t i n s p ec ti o n pr o c edu re, e xp or t d o cu m e nta ti o n, E CGC rel eva n c e s, i n c e nt iv e s, el i gi bi li ty c rit e ria, p e r for ma n c e e va lu a t i on, s e l f-cer ti fi ca t io n pr o c edu r e s, co n c e s s i on s a n d pr o m ot i o na l a d va nta g e s. 3. E x po r t Pr o mo t io n M e as ur e s in I nd i a: e x p ort pr o m oti o n or ga ni za ti o n s, ro le o f g o v er n m e nt a g e n ci e s, ST C, M N C /T N C s i n pr o m ot i ng e x p ort s a n d e va lu a ti o n o f i t s i m pa c t o n BO P. 4. I m po r t Tr a de Pr o c e d ur e s & D o c u me nt atio n: r e str ic ti o n s, r ol e a n d rel eva n c e o f go v er n m e n t i n te r v en ti o n s, m ea su r e m e nt o f i mp or t pa r it y o n G D P. 5. R o le o f I nter na tio n al Tr a di ng C e nter i n E-co m me r c e : c o m pu ta t io na l a na l y s i s o f I n dia s e xp or t i m p ort l o gi s ti c s a n d si m p li fi ca ti o n o f pr o c e du ral for ma l it i e s a n d r e qu ir e m e nt s. Referenc e : D e s a i.h.b In d ia n S h ip p in g Pe r s p e c tiv e s, D e lh i, An u p a m Pu b lic a t io n s, G o v e r n m e n t o f In d ia h a n d b o o k o f Import Ex p o r t Procedures Pa r a s Ra m Ex p o r t: Wh a t, Wh e r e a n d H o w, D e lh i, An u p a m Pu b., Ex p o r t Ma n a g e m e n t Ba la g o p a l Ex p o r t I m p o r t Procedures Th o m a s E.J o h n s o n Ne w Import Ex p o r t Po l ic y & H a n d b o o k o f Procedures-Na b h i In te r n a tio n a l Tr a d e & E x p o r t Ma n a g e m e n t Fr a n c i s Ch e r u n ila m INFORMATION SYSTEMS 3.3 Elective IS 1: System Analysis and Design 1. Sys te m A na l ys is F u n da me nt al s a nd t he M o de r n S ys te ms An a ly s t: in tr o du c ti o n to sy s t e m s a na ly s i s a n d d e si g n, i n for m a ti on s y st e m c o m p on e n t s, t y p e s o f bu si n e s s i n for ma ti o n s y s t e m s, o rga ni za ti o na l s tru ctu r e. S y st e m s d e v el o p m e nt t ec h n iqu e s a n d t o ol s, t h e S D L C, t h e s y s te m s a na l y s t p o si ti o n. 2. I nfo r m atio n R e qu ir e me n ts An a l ys is : sy s t e m s pla n ni n g, pr e li m i na r y in v e s ti ga t i on, t h e i m p orta n c e o f st rat e gi c pla n ni n g, a fr a m e w ork for s y s te m s d ev e l o p m en t, i n for ma ti o n s y st e m p ro j e ct s, e va lu a t i o n o f s y s te m s r e qu e s t s, st e p s i n p r eli m i na r y i nv e s ti ga ti o n. 3. S ys te ms A n al ys is Pr o c e s s : r equ ir e m e nt s m od e li n g, s y s t e m d e v el o p m e nt m et h o d s, m o d el in g t o ol s a n d t e c h ni qu e s, s y st e m s r equ ir e m e nt c h e ck li s t, fa ct fi n di n g, i nt er v i e w s, ot h er fa ct -fi n di n g t e ch n i qu e s, d o cu me n ta t io n. D a ta a n d pr o c e s s m o d el in g -DF D s, da t a di c ti o na r y, pr o c e s s d e s cri p ti o n to o l s, l o gi ca l v s. p h y s ica l mo d el s. O bj e ct m o d el in g -o b j ec t -or i en t e d t er m s a n d co n c e pt s, o b j e ct s a n d cla s s e s. 4. The D e s ig n Pr o c e s s a n d its Esse nti a ls: eva lu a ti n g s o ft wa r e a lt er na t i ve s, st e p s i n e va lu a t i n g a n d pu r c ha si n g s o ft wa re pa ck a g e s, transit i o n t o s y st e m s d e s i gn, pr ot ot y p in g. U s er i nt er fa c e, i n pu t a nd ou t pu t d e si g n, u s er i n t er fa c e d e si g n. Sy s t e m s i m pl e m e n ta ti o n - a p pli ca ti o n d ev e l o p m en t, s tru ctu r e d a p pli ca ti o n d ev e l o p m e nt, o b j e ct or ie n t e d a p pli ca ti o n d e v el o p m e nt, t e st in g t h e a p pl i ca t io n, d o cu me n ta t io n, ma na g e m en t a p pr o va l, i n sta lla ti o n a n d e va lu a ti o n, trai ni n g, da ta c o n v er s io n, s y s t e m s su p p ort u s er su p p or t a ct i vit i e s, ma i n t e na n c e a cti v it i e s, s y st e m s o b s ol e s c e n c e. 5. C r o s s Li fe C yc le Ac t iv it ie s a n d S ki lls : p r oj e ct a n d pr o c e s s ma na g e m en t te c h ni qu e s, fa c t fi n di n g a n d i n for ma t i o n ga t h er i ng, feasib il it y a n d c o st -b e n e fit a na l y si s, jo i nt a p p li ca t i on d ev e l op m e n t, in t er p er s o na l sk i ll s a nd c o m mu ni ca t i on s. J e ffrey L.Wh it te n a n d Lo n n ie D.Be n tle y S y s te m s An a ly s i s a n d D e s ig n, Ta ta Mc G r a w H il l S h e lly, G a r y b., Ca s h m a n, Th o m a s J a n d Ro s e n b la tt, H a r r y J : S y s te m s, An a ly s is a n d D e s ig n, Th o m s o n Ke n d a l l a n d Kendall, S y s te m s An a ly s is a n d D e s ig n, PHI Le n Fe r tu c k S y s te m s An a ly s is a n d D e s ig n with Mo d e r n Me th o d s B &E Te c h S a tzin g e r, J o h n W.J a c k s o n, Ro b e r t B. Bu r d, S te p h e n D, S y s te m s An a ly s is a n d D e s ig n in A c h a n g in g wo r ld, Th o m s o n 3.4 Elective IS 2: Software Engineering Management 1. T he Pr o d uc t an d the Pr o c e s s : a n o v er vi e w o f s y s te m e ng i n e eri n g, a na l y s i s c o n c ep t s a n d pr i n ci pl e s, a na l y s i s m o d el i n g, d e s ig n c o n c e pt s a n d pr in c i pl e s, d e s ig n m et h o d s, d e si g n fo r r ea l ti m e s y st e m s. 2. So ft wa r e L ife C yc le M o de ls : so ft wa r e r e qu ir e m e nt, s o ft w a r e d e s i g n, c o n fi gu ra ti o n ma na g e m e nt. 3. So ft war e M e tric s : s o ft wa r e pr o c e s s a n d pr o j e ct m et ri c s, t e c h ni ca l m et ri c s fo r s o ft w a r e. Pr o j e ct pla n ni n g a n d ma na g e m e nt : P r oj e ct ma na g e m e nt c o n c e pt s, pr o j e ct s c h e du l i n g a n d tra ck i n g, s o ft wa r e pr oj e c t pla n ni n g.

14 14 4. R is k M an ag e me n t, Q ua li ty As s ur a nc e : qu a lit y v eri fi ca ti o n a n d va lu a t i o n, t e st i n g. 5. O bject O r ie n ted C o nc e p ts: for ma l M e t ho d s, S o ft wa r e ree n gi n e er i ng a n d s o ft wa r e t o ol s. Ro g e r S. Pr e s s m a n : S o f t wa r e En g in e e r in g A Pract it io n e r s Ap p r o a c h Ta ta Mc G r a w H il l I V e d it io n. Kie r o n Co n wa y, S o ft wa r e Pro je c t Ma n a g e m e n t: Fr o m c o n c e p t to d e p lo y m e n t, Wi le y D r e a m te c h Pr e s s S o m m e r v ille, Ia n : S o f t wa r e En g in e e r in g, Ad d ison We s le y S.A. Kelk a r, S o f t wa r e Pro je c t Ma n a g e m e n t, PHI Ca r lo G h e z z i, Me h d i J a z a y e r i, D in o Ma n d r io l i Fu n d a m e n ta ls o f S o ft wa r e En g in e e r in g PH I 3.5 Elective IS 3: Data Management Techniques 1. D a ta ba s e C o nc e p t s, S c h e ma s, M o d el s, A rchit e ctu r e s, P ro du ct s, F ea tu r e s, O O AD, O O P S, O L A P, O LT P. 2. Ex tra ct i on, T ra n s fo r ma ti o n a n d L oa di n g (ET L ), ET L C o n c e pt s a nd T oo l s in ma rk e t, D a ta wa r eh ou s in g, D a ta M in i ng, D a ta Ma rt, D a ta S t ora g e M et h o d s. 3. Bu s i n e s s In t el li g e n c e, T o ol s a nd M et h o d s. 4. Stru c tu r e, D e si g n, D e v el o p m e nt a n d Ma na g i n g C o rp ora t e I n for ma ti o n S y st e m s (C IS ). 5. D a ta S e cu ri ty Ma na g e m e n t a n d Co n tr ol. Th e D a ta Wa r e h o u s e E T L To o lk i t: Pr a c t ic a l Te c h n iq u e s fo r Ex tractin g, Cle a n in g b y Ra lp h Kimball a n d J o e Ca s e r ta ET L S trate g y fo r th e En te r p r ise..b y S a n d e s h G a wa n d e Bu s in e s s In te l lig e n c e : A Ca p a b il ity Ma tu r ity Mo d e l By D o r o th y Mil le r In troductio n to Bu s in e s s In te l lig e n c e By J o r g H a r te n a u e r D a ta b a s e Ma n a g e m e n t: An O r g a n iza tio n a l Pe r s p e c t iv e b y Ric h a r d T. Wa tson D a ta b a s e S y s te m s D e s ig n, I m p le m e n ta tio n, a n d Ma n a g e m e n t b y Pe te r Ro b a n d Ca r lo s Co r o n e l Mo d e r n D a ta b a s e Ma n a g e m e n t (5 th Ed i tio n ) b y Fred R. M c Fa d d e n, J e ffrey A. H o f fe r a n d Ma r y B. Pr e s c o tt D e v e lo p in g Q u a l ity Co m p le x D a ta b a s e S y s te m s : Pr a c t ic e s, Te c h n iq u e s a n d Te c h n o lo g ie s b y S h irle y A. Be c k e r S trate g ic s e c u r ity m a n a g e m e n t: a r isk a s s e s s m e n t g u id e fo r d e c isio n m a k e r s By Ka r im H. Ve l la n i Th e b e s t d a m n I T s e c u r ity m a n a g e m e n t b o o k p e r io d By S u s a n S n e d a k e r In fo r m a tio n S e c u r ity Ma n a g e m e n t with IT IL, Vo lu m e 3 By J a c q u e s A. Ca z e m ie r, Pa u l O v e r b e e k, Lo u k Pe te r s IT g o v e r n a n c e : a m a n a g e r 's g u id e to d a ta s e c u r i ty a n d BS /IS O By Ala n Ca ld e r, S te v e Wa tk in s TOURISM AND TRAVEL MANAGEMENT 3.3 Elective TTM 1: Tourism Management 1 O r g an ise d Tr av e l: d e fi ni n g T ou r i st & T ou r i s m v iz : i n b ou nd, ou t b ou n d, d o m e s ti c, ma i n t ena n c e o f t ou ri s m pr o du c t s, Al t er na ti v e tou r i s m, Ma s s t ou ri s m, S p e cia l i nt er e s t tou ri s m. 2 I ti ne r ar y D e v e lo p me nt: i n tr o du c ti o n, m ea n in g a n d d e fi n i ti o n, t y p e s o f iti n era ri e s, h o w t o d e v e lo p a n e ffect i v e i ti n era ry, fu n c ti o n s o f t ou r ma na g er s a n d p la n ni n g to o l s fo r a n it in e rar y. 3 To ur P ac kag i ng M an ag e me nt: co n c e pt, or i gi n a n d d e v el o p m e nt o f T ou r pa ck a gi n g, T yp e s o f T ou r, Co m p o n e nt o f a Sta n da r d Pa ck a g e T ou r, Fa c to r s a ffect i ng T ou r F or mu la ti o n, T ou r D e s i g ni n g P ro c e s s, Si g ni fi ca n c e o f Pa ck a g e T ou r, T ou r Br o c hu r e. 4 Trav e l Ag e nc y M ar ke ti ng : ma rk e ti n g C o n c e pt, u n i qu e fea tu r e s o f T ravel Ma rk e ti n g, Si g ni fi ca n c e o f T ravel Ag e n c y ma rk et in g, D e v el o pi n g a T ou r Ma rk et in g P la n, Ma rk e ti n g S trat e g y o f I nb ou n d & O u tb ou n d tou r s. 5 Trav e l Fo r m ali tie s in I n di a: v i sa R e qu ir e m e n t s T y p e s o f v i sa s Cu rr e n cy r egu la t io n s cu s to m for ma l it i e s D i ffer e nt t y p e s o f ta x e s. Restr i ct e d a n d Pr o t e ct e d a rea s t y pe s o f r e s tri c t io n s, H ea lt h Regu la ti o n s. Ma r k e t in g Ma n a g e m e n t fo r Tr a v e l & To u r ism Ne lson Th r o n e s In troductio n to To u r ism & H o te l In d u s try Zu lf ik a r, S PD Mi ll a n d Mo r r ison, ( ), Th e To u r is m S y s te m : An In tro d u c to r y Te x t, Prentic e H a l l. Co o p e r, Fle tc h e r e t a l, ( ), To u r is m Pr in c ip le s a n d Pr a c tic e s, Pit m a n. 3.4 Elective TTM 2: Eco Tourism 1. I n troduc t io n to Eco To ur is m: d e fin it i on, Co n c e pt, G r o wt h & Pri n c ip l e s E m er gi n g C on c e p t s: E c o / ru ra l / a gr i / fa r m / gr e e n / wi l d er n e s s / c ou n tr y s id e / s p e cia l i n t er e st t ou r i s m.

15 15 2. To ur is m: e nv ir o n m e nta l R e l eva n c e; E c o t ou r i s m i n 3 r d Wo rl d Cou nt ri e s Pr o bl e m s, pr o s p e ct s for su sta i na b il it y 3. C o nc e p t o f c ar r y ing c ap ac it y: e c o t ou ri s m a s a w o rl d wi d e p h en o m e na. 4. C o nc e pt a nd pl a n ni ng o f e c o to ur ism de s t in at io n s : d e v el o pi n g a n d i mp la nti n g E c o t ou ri s m gu i d el in e s for wi l d la n d s a nd n ei g h b ou ri n g c o m mu nit i e s. 5. Eco to ur is m a nd c o m mu n it y de v e lo p me n t: c on fer e n c e, c o n v en ti o n & d e cla ra ti o n r ela t e d t o e n vi r on m e n t s G lo b a l Ec o To u r ism Prabhas Ch a n d r a Ka n iskha Pu b l i c a tio n Co d e s Proto c o l & Ch a r te r In te r n a tio n a l Ec o To u r ism En v ironment Probhas Ch a n d r a Ka n iskha Pu b lic a t io n Tr a v e l & To u r ism Co tt m a n VNR To u r ism S y s te m In d troducto r y Te x t Mik & Mo r r iv o n To u r ism & S u s ta in a b il ity Mo wfo r th Ro u th U d g e 3.5 Elective TTM 3: Hospitality Management 1. To ur is m & A c c o m mo d atio n: i n tr o du c ti o n t o h ot e l s, A c c o m m o da ti o n In du st ry, T y p e s, E vo lu ti o n o f l o d gi n g i n du str y, N ee d, I m p orta n c e, ro l e o f h ot e l s, FH R AI, Sta r H ot el s a n d c la s si fi ca ti o n. In te r na ti o na l S c ena ri o s a n d tr e n d s. 2. H o tel I n d us tr y i n I n di a: e v olu ti o n, D i ffer en t gr ou p s o f h ot e l s i n In dia, H o t el G r ou p s IT D C ro l e, i m p or ta n c e, A SH O K A gr ou p, WE LCO M E gr ou p, T a j G rou p r ol e i n I n dia n T ou ri s m 3. Fr o nt O ffic e M a n ag e me n t & H o us e K e e pi ng : i nt ro du c ti o n t o Fr o n t O ffi c e D e pa rt m e nt, A d va nta g e s, F or ma l it i e s a n d fo r m a t s, t yp e s o f ro o m s a n d pla n s. O r ga ni za t i on c ha r t a nd du ti e s a n d r e s p on s i bi li ti e s, Q u a lit i e s o f a fro n t -o ffi c e s ta ff I nt ro du ct i on t o H ou s ek e ep i ng, i mp or ta n c e o f h ou s ek e e p i ng d e pa rt m e n t, O r ga ni za ti o na l c ha rt a n d t h e du t ie s a n d r e s p o n si bi li ti e s. Cl ea ni n g d i ffer e nt e qu i p m e nt s & a g en t s, D a il y r ou ti n e s y s t e m s, La u n dr y, Li n e n & U ni fo r m, I nt e ri or D e c ora ti o n & fa ci lit i e s, S pe c ia l d ec o rati o n s. 4. Fo o d & Beverag e Se r v ic e : i ntr o du ci n g to fo od & b ev e rage s e rv i c e, ty p e s o f s er vi c e s, or ga ni za t i ona l c ha rt s a n d du t i e s, M e nu s, I dea a b ou t Bevera g e s A l c o h oli c & N o n Al c o h ol i c. F o o d P ro du ct io n In tr odu c ti o n, H i erar c h y, I d ea a b ou t d i ffer e n t cu i s in e s na t i ona l a nd in t er na t io na l, s p ec i fi c m e nu s a c c or d in g t o fest i va l s & ot h e r fa ci li ti e s. 5. M ar ke t ing o f H o tels: m ea n in g a n d c on c e p t o f H o s pi ta li t y Ma rk et in g i mp or ta n c e & i t s fu tu re, G r ea t Lea d er s i n h o s pi ta li t y Ell s w o rt h Sta tl er, Ra l p h H it z, J.W illa r d Ma rr i ot. Ma rk et in g co n c e pt, Ma rk et i n g Mi x, H o t el Ma rk e t a n d n e w tr e n d s. Th e o r y o f Co o k e r y Kr ishna Arora Mo d e m Co o k e r y Vo l-i & II T.E. Ph ilip Fo o d & Be v e r a g e S e r v ic e Vi ja y D h a wa n Ma n a g in g Fr o n t O f fic e O p e r a tio n s M ic h a e l L Ka s a r a n a & Ric h a r d Brooks O p e r a tio n s Ma n a g e m e n t S ta in le y Ph o r n c o H o u s e Ke e p in g Ma n u a l S u d h ir An d r e ws In troductio n to H o s p i ta li ty I & I I D e n n is Fo s te r Ma r k e t in g o f H o s p ita li ty Ko tle r, Bo we n, Ma k e n s. HEALTH CARE MANAGEMENT 3.3 Elective HCM 1: Community Health, Epidemi ology & Populati on Management 1. Ep ide m io lo g y : m ea n i n g & S c o p e, M o d el s a n d fa c t or s a s s o cia t e d wi th h ea l th a n d di s ea s e s ; H ea lt h sta ti s ti c s a n d h ea lt h i n di ca to r; M or bi d it y, M orta li ty : D a ta s ou r c e s, c o ll e ct i o n, a na l y si s a nd u s e s. 2. H e al th I nfo r m at io n S ys te m: u s e o f c o m pu t e r s, pr i ma r y h ea lt h ca re a n d c o m mu ni ty pa rt i ci pa t i o n 3. O r g an is atio n al as pe c ts o f c o m m u nit y he alt h: c li ni ca l c a re; p h y s i ca l a s p e ct s o f c o m mu ni ty hea lt h ; P s yc h o lo g i ca l a s p e c t s o f co m mu n it y h ea l th. 4. Spe c i al as pe c ts o f c o m m un it y he alt h; dru g s, a l c o ho li s m et c, pr e v e nt iv e a nd pr o m ot iv e h ea l th ca r e. 5. Po p ul at io n po lic y: P la nn i ng a n d ma na g e m e nt. Ab e lin T. Brzenski. Z.J a n d Ca r s ta irs. V.D, Me a s u r e m e n t in h e a lth p r o m o tio n a n d p r o te c t io n, , WH O Co p e n h a g e n. Ald e r s o n. M, An in troduct io n to e p id e m io lo g y, 2 n d e d , Ma c Mi lla n, Lo n d o n G r e e n.l. W a n d An d e r s o n.c.l, Co m m u n ity H e a l th, 5 t h e d T imes Mir r o r Mo s b y, S t.lu io s. H il l. A. B, A s h o r t te x tb o o k s o f m e d ic a l s ta ti s tic s, U N I b o o k s. J o lly. K.G, Fa m i ly p la n n in g in In d ia : A d istric t le v e l s tu d y, , H in d u s ta n, D e lh i. Mc G a r th y Ma r k, Ep id e m io lo g y a n d p o l ic ie s fo r h e a lth p la n n in g, Po lla r d. A.H e tc, D e m o g r a p h ic te c h n iq u e s, , Pe r g a m o n, O x fo r d. 3.4 Elective HCM 2: Health Care and Social Policy

16 16 1. So c i al We lf ar e : so c ia l po li c y, h ea l t h ca r e a nd s o cia l d e v el o p m e nt; pu b li c a nd s o cia l p ol i cy. 2. A p pr o ac he s to a n al ys is: r e s ou r c e s, s tru ctu re a nd o rga ni za ti o n s; fa c to r s in s o cia l p o li c y; S itu a t i ona l, stru c tu ral, i d e a lo gi ca l a n d e n vir o n m e nta l. 3. H e al th po lic y fo r m ul at io n : fa c to r s, d e t er m ina n t s a n d o th er s e ct ora l i s su e s ; N a t io na l h ea l t h p ol i cy : R ev i e w o f di ffer e nt c o m mi tt e e s. 4. D istri b ut io n o f he alt h s e r v ic e s in I nd i a; d i s pa ri ti e s ; h ea l t h p ol i cy ; in pu t, ou t pu t a n d p er fo r ma n c e. 5. R o le o f pr iv a te a n d v o lu nt ar y g r o u ps : r o l e o f na t io na l a n d in t er na t io na l a g e n ci e s ; H ea l t h a n d s o cia l p o li c y; In te r na ti o na l p er s p e ct i v e; H ea l th po li c y t h e d i sa dva n ta g e d. Ch a tte r ic e, Me e r a, Imple m e n tin g H e a l th Po l ic y, , M a n o h a r, Ne w D e lh i. Ch r ist ia n s o n.j. B a n d Ma m o r.t.r, H e a lth Ca r e Po lic y : A p o lit ic a l Ec o n o m y a p p r o a c h, S a g e, Lo n d o n. D ju n k a n o v ic. V a n d Ma c h. E. P e d, Al te r n a tiv e Ap p r o a c h e s to Me e tin g Ba s ic H e a lth Needs in D e v e lo p in g Co u n tr ie s, , WH O, G e n e v a. Le e Ke n n e th a n d Mi lls. An n e, Po l ic y Ma k in g a n d Pla n n i n g in H e a lth S e c to r, , O x fo r d U n iv e r s i ty Press, O x fo r d. Le ic h te r.h. M, A c o m p a r a tiv e a p p r o a c h to p o lic y a n a ly s is: H e a lth c a r e p o lic ie s in fo u r n a tio n s, , Ca m b r id g e U n iv e r s ity Pr e s s, Ca m b r id g e. Pa r s te n. G, Pla n n e r s, Po l it ic s a n d H e a l th S e r v ic e s, , Croom H e lm, Lo n d o n. Ro e m e r. M.I, Co m p a r a tiv e Na t io n a l Po l ic ie s o n H e a l th Ca r e, , Ma r e e l D e k k e r, Ne w Yo r k. 3.5 Elective HCM 3: Health Systems Management 1. S ys te ms a n al ys i s an d s ys tems dy n a mic s i n he a lt h c ar e : h ea l t h s y s te m s : C ha ra ct e ri s ti c s, pla n ni n g m et h o do l og i e s, g oa l s a n d fu n ct i o n s. 2. Str ategic m a nag e me nt i n he a lt h c ar e ; qu a nt ita t i v e fo u nda ti o n s o f h ea l th s er vi c e s ma na g e m e n t; H ea lt h s y s t e m s r e s ea r c h: U s e s a n d a p pli ca ti o n s. 3. M e tho do lo g ie s : e va lu a ti o n m et h o do l og y for m o n it ori n g t h e p er for ma n c e a n d n e ed s i n h ea lt h s er vi c e s. Fe r r e r. H. P e d, Th e H e a l th S e r v ic e s Ad m in is tratio n R e s e a r c h a n d Ma n a g e m e n t, , Bu tte r wo r th s, Lo n d o n. H o d g e tts. R. M a n d Ca s c io.d. M, Mo d e r n H e a lth Ca r e Ad m in ist r a tio n, , Ac a d e m ic Pr e s s, Ne w Yo r k. H o m b y. P e tc, G u id e lin e s fo r H e a l th Ma n p o we r Pla n n in g, , WH O, G e n e v a. H y m a n, H e r b e r t.h, H e a lth Pla n n in g : A s y s te m s a p p r o a c h, 2 n d e d., Aspen, Ro c k v i lle. In d ia n Co u n c il o f Me d ic a l Re s e a r c h, Na t io n a l Co n fe r e n c e o n Ev a lu a tio n o f Primary h e a lth c a r e p r o g r a m m e s, , IC MS, Ne w D e lh i. SMALL BUSINESS MANAGEMENT & ENTREPRENE URSH I P 3.3 Elective SBM&E 1: Government Business Interface 1. Sta te Pa rti c i pa ti o n in Bu si n e s s, in t era ct i on b e t w e e n G o v er n m e nt, Bu s i n e s s a n d di ffer e nt c ha m b er s o f C o m m er c e a n d I n du s tr y i n I n d ia ; Pu b li c D i s tri bu t i on S y s t e m; G ov e rn m e n t C o n tr ol o v e r p ri c e a n d di s tr ibu ti o n. 2. Co n su m er Pr o t e ct io n A c t ( C P A) a n d t h e r ol e o f v o lu n ta r y or ga ni za t i o n s i n P ro t e ct i ng C o n su m er s R ig h t s; I n du s tria l p ol ic y resolu ti o n, n e w i n du str ia l p o li c y o f t h e G o ve r n m en t. 3. Co n c e ntra ti o n o f E c o no m i c P o w e r: R ol e o f Mu lt i na ti o na l s, F or e i gn Capita l a n d F or ei g n c o lla b orat i on s. 4. In dia n P la n n in g S y s t e m: G ov e r n m en t P ol ic y co n c er n i ng d e v el o p m e nt o f ba ck wa r d a rea s /r e gi o n s ; G o v er n m e n t p ol i c y w it h r e g a rd t o ex p or t pr o m ot i on a nd i m p or t su b st itu ti o n; C o ntr o ll er o f ca pi ta l i s su e s. G o v er n m e nt s p ol i cy w it h r ega rd t o s ma l l s ca l e in du s tri e s. 5. T he r e s po n s i bil it i e s o f th e Bu si n e s s a s w el l a s t h e G o v er n m e nt to pr ot e c t t h e E n vi ro n m e n t; G o v er n m e nt c lea rance fo r e sta bl i sh i ng a n e w e nt er p ri s e. References: Ch e r u n ila m Francis, Bu s in e s s a n d G o v e r n m e n t. 8 t h e d. Bo m b a y, H imala y a, D a s g u p ta A. a n d S e n g up ta.n, G o v e r n m e n t a n d Bu s in e s s, Ne w D e lh i, Vik a s, Ma r a th e, S h a r a d S. Re g u la tio n a n d D e v e lo p m e n t, Ne w D e lh i, S a g e, Tr iv e d i. M. L, G o v e r n m e n t a n d Bu s in e s s, Bo m b a y, Mu l ti te c h, O pe r atio n al pl a n ni ng an d m a n ag e me nt iss ue s i n he a lt h c ar e : h ea lt h ca r e d e c i si o n ma k i ng for m e ga pr o bl e m s. 5. A p pr o ac he s ; c o nt e m p orar y tr e nd s i n h ea lt h ca r e; H ea l th Ma n po w e r p ol ic y, p la n n in g a nd ma na ge m e n t; P r oj e ct ma na g e m e n t in H ea lt h ca re. 3.4 Elective SBM&E 2: Small Business Marketing

17 17 1. Ba s i s for c o mp e ti ti o n; stru c tu ral A na l y si s o f I n du str i e s; G e n eri c c o m p et iti v e s tra te g i e s; fra m e w ork fo r c o mp e ti ti o n a na l y si s ; ma rk e t s ig na l s; co m p e ti ti v e m o v e s. 2. T e ch n ol o g y o f co m p e ti ti v e a d va nta g e ; s tra t eg y t o w a rd s bu y e r s a n d su p pli e r s; st rat e gi c g r ou p s w it hi n i n du str i e s. 3. Co m p e tit i v e stra t eg y in d e cl i ni n g i ndu s tr i e s; c o m p et iti v e st rat e g y i n gl o ba l i n du st ri e s. 4. St rat e gi c a na l y s i s o f i nt e gra ti o n ca pa cit y e x pa n si o n; s trat e gi e s o f e nt er i n g i n t o n e w bu s i n e s s. 5. P o rt fol i o t e c h ni qu e s i n c o mp e ti to r a na l y s i s; t e ch n i qu e s o f co n du ct in g in du st r y a na l y s i s. Alb e r Ke n n e th.j, Th e S tra te g ic Ma n a g e m e n t H a n d b o o k, Ne w Yo r k, Mc G r a w H ill, All io Ro b e r t.j, Th e Practic a l S trate g ist; Bu s in e s s a n d Co r p o r a te S trate g y in th e s, Ca l ifo r n ia, Ba l lin g e r An s o ff H.I, Impla n t in g S trate g ic Ma n a g e m e n t, En g le wo o d C lif fs, Prentic e H a l l In c H a r n e l, g a r y a n d Pr a h la d, C. K., Co m p le tin g fo r th e fu tu r e. Bo s to n, H a r v a r d Bu s in e s s S c h o o l Press, H a x.a.c a n d Ma jly f, N.S. Re a d in g s in S trate g ic Ma n a g e m e n t, Ca m b r id g e, Ba l lin g e r, Po r te r, M ic h a e l. E, Co m p e ti tiv e a d v a n ta g e, Ne w Yo r k, Fr e e Press, S ta lk, G e o r g e, Co m p e t in g Ag a in s t Ti m e, Ne w Yo r k, Free Pr e s s, Elective SBM&E 3: Financing of Small Business 1. Fi na n cia l Ma na g e m e nt i n s ma ll i ndu s tri e s ; fi na n c ia l n e e d s o f s m a ll bu si n e s s ty p e s o f ca p ita l r e qu ir e m e n t s. 2. Cash Ma na g e m e n t p ro b l e m s: s ou r c e s o f fi na n c e for s ma l l bu si n e s s in In dia ; I n d ig e n ou s ba nk er s, pu bl i c d e p o si t s. 3. Sta te Fi na n c e c or p ora ti o n s, I n du st ria l C o -o p era ti v e s a d e qu a c y a nd a p pr o pria t en e s s o f fu n d s fro m ba nk in g a n d n o n -ba nk i n g fina n c ia l in t er m e dia r i e s. 4. M on e ta r y p ol i c y o f th e R e s er v e Ba nk o f In d ia for s m a ll bu si n e s s ; Fi na n cia l A s s i s ta n c e fr o m t h e c e n tral a n d sta t e G o v er n m e nt s. 5. S ma l l s ca l e i n du st ri e s a n d fi na n cia l a l l o ca ti o n a n d u ti li za t i on u nd e r fi ve y ea r p la n s a cr iti ca l a p pra i sa l. Bh a lla. K. K, Fin a n c ia l Ma n a g e m e n t a n d Po lic y, 2 n d e d., New D e lh i, An m o l Bh a tta c h a r y a.c.c, Pu b lic S e c to r En te r p r i s e s in In d ia, A lla h a b a d, Kita b Ma h a l, D e s a i, Va s a n t, S m a ll S c a le In d u s tr ie s a n d En trepreneurs h ip, Bo m b a y, H imala y a, Pic k le H a l B a n d Ab r a h a m jo n, Ro y e e.l, S m a ll Bu s in e s s Ma n a g e m e n t 5 t h e d., Ne w Yo r k, J o h n Wi le y, S c h u m a c h e r.e. F, S m a ll is Be a u t ifu l, Ne w D e lh i, Ru p a, S ta le y.e a n d Mo r s e y. R, S m a l l S c a le in d u s trie s in th e d e v e lo p in g c o u n trie s, Ne w Yo r k, Mc G r a w H il l. Ve p a, Ra m. N, H o w to s u c c e s s in S m a ll i n du str y, N e w D e lh i, V ik a s, RETAIL & SUPPLY CHAIN MANAGEMENT 3.3 Elective R&SCM 1: Supply Chain Management 1. I ntro duc tio n to Su p pl y C h ai n M an ag e me nt: c o n ce p t, O bj e c ti v e s a n d fu n ct i on o f S CM, c o n c e ptu a l fra m e w o rk o f S CM, su p pl y c ha i n s tra t eg y, o p erat i ng mo d e l for su p pl y c ha in. Ma na g i n g t h e Ex t er na l a n d i nt er na l su p pl y c ha in. 2. G lo b al Su p pl y C h a in M a n ag e me n t: EDI, Pr o bl e m s o f co m p l e xit y c o n fr o nt in g su p pl y c ha i n Ma na g e m e nt, R e v er s e Su p p ly Cha i n. Va lu e c ha i n a n d va lu e d el i v er y s y st e m s for S CM. O rga n i za ti o n D e s i gn a n d Ma na g e m e n t o f su pp l y c ha i n. 3. So ur c ing : s ou r c in g o f ma t er ia l, G l o ba l s ou r ci n g - i s su e s, Pr o bl e m s. G rou p Pu r cha s i n g, I n v en t or y Ma na g e m e nt i n Su p p ly c h a in : R ol e a nd i mp or ta n c e o f i n v e nt or y i n SC, In v e nt o ry p oli c i e s, J IT, V MI. R ol e o f St or e s ma na g e m e n t in SC, in v e nt or y a s a n el e m e nt o f cu s t o m er s er vi c e. 4. Str ategic I s s ue s in S u pp ly C h a ins : l ea n Ma nu fa c tu r in g, S trat e g ic Pa rt n er s h i p s, A ll ia n ce s, a n d C ol la bo rat iv e a d va nta g e. St rat e gi c rela ti o n s h ip s in l o gi s ti c s, H a n dl i n g s y s t e m s a n d e qu i p m e nt, St or e s ma na g e m e nt. B e s t p ra cti c e a n d Bench ma rk i n g, R e -e n gi n e er in g o f su p pl y c ha in. 5. R e ta il ing a n d s u pp l y c ha i n I nterf ac e : r eta il su p pl y cha i n ma na g e m e nt, T ranspo rta t i o n a n d i n v e nt or y i n r e ta i l SC, C ha n n el d e s i gn a nd ma na g e m e nt, R ol e o f Pa ck a g i n g a n d R e pa ck a gi n g i n R eta il bu s i n e s s, Cu s t o m er l e d bu s i n e s s, Cu s t o m er fo cu s i n Su p pl y C ha in, C o m pla i n t H a n dl i ng, d e v el o pi n g cu st o m er s er vi c e stra t e gy, R FID a n d Bar co d in g. Referenc e : Mo h a n ty, R. P a n d D e s h m u k h, S.G, ,. S u p p ly Ch a in Ma n a g e m e n t Th e o r y a n d p r a c t ic e s, B izta n tra. S u n il Ch o p r a & Me in d l Pe te r, , S u p p ly Ch a in Ma n a g e m e n t s trate g y, p la n n in g a n d o p e r a tio n, 3 r d Ed itio n, Pe a r s o n Ed u c a tio n / PHI. Alte k a r, V. Ra h u l, , S u p p ly Ch a in Ma n a g e m e n t, PHI.

18 18 Pie r r e D a v id, , In te r n a tio n a l Lo g ist ic s, B izta n tra. J o e l D. Wisner, G. Ke o n g Le o n g a n d Ke a h -Ch o o n Ta n, , Pr in c ip le s o f S u p p ly Ch a in Ma n a g e m e n t A b a la n c e d Ap p r o a c h, Th o m s o n. Ro n a q ld H. Ba llo u, , Bu s in e s s Lo g ist ic s / S u p p ly Ch a in Ma n a g e m e n t, Pe a r s o n e d u c a t io n, 5 th Ed it io n. Co y le, J.J., Ba r d i E.J. & J o h n La n g le y.c, , Th e M a n a g e m e n t o f Bu s in e s s Lo g is tic s - A s u p p ly Ch a in Pe r s p e c t iv e Th o m s o n, 7 th Ed i tio n. B.S.S a h a y, , S u p p ly Ch a in Ma n a g e m e n t fo r G lo b a l Co m p e ti tiv e n e s s, Ma c m i lla n In d ia Ltd, 2 n d Ed it io n. Me tze r, , S u p p ly Ch a in Ma n a g e m e n t, Re s p o n s e. 3.4 Elective R&SCM 2: Operations Strategy 1. I ntr o du ct i on t o O p era ti o n s Ma na g e m e nt: r ol e o f O p era t io n s Ma na g e m e nt in to ta l ma na g e m en t S y s t e m - I n te r fa c e be t w e e n t h e op e r a ti on s y s t e m s a n d sy s t e m s o f ot h er fu n c ti o na l a r ea s. P ro du ct i on Pla n ni n g a n d Co nt r ol: Ba si c fu n c ti o n s o f Pr odu c ti o n P la n ni n g a n d C o ntr o l, Pr o du c ti o n C y cl e - c ha ra c t eri s ti c s o f p ro c e s s t e c h n ol o gi e s. 2. Co n tr ol o f pr o du c ti o n op e rati o n s : p la nt Ca pa ci t y a n d Li n e Bala n ci n g. Pla nt la y ou t -di ffer e nt ty p e s o f la y ou t s. L o ca ti o n a n d th e fa ct or s in flu e n ci n g l o ca t i on. Ma i nt e na n c e Ma na g e m e n t: O bj e c ti v e s Fa ilu r e Co n c e pt, R elia b ili t y, P r ev e n ti v e a n d Br ea k do w n ma i n t e na n c e, Repla ce m e n t p ol i ci e s. 3. S trat e g y & O p era ti o n s: a fra m e w o rk for o p e rati o n s s tr a te g y. T radeoffs, pr o du cti v it y & co m p e ti ti o n. Pr o c e s si n g N e t w ork S trat e gi e s -Ca pa ci ty a n d r ea l a s s e t in v e s t m e nt, Ca pa ci t y T i m in g a nd F l e xi b ili t y R i sk Ma na g e m e n t a n d O p e rati o na l H e d gi n g. 4. Su p pl i er & Cu st o m e r St rat e gi e s : ou t s ou r ci n g v s. I nt e gr a ti on, Pu r c ha s i ng Su p p ly Ma na g e m e nt, D e si g ni n g c o nt ract s & pr i ci n g; Ma s s cu s to m i z e d s er v i c e, T i m el y s e rv i c e & i n c e nt i v e m gt, R e v enu e ma na g e m e nt 5. Lea r n i ng & G r o w t h St rat e gi e s : g lo ba l s ta n da r di za ti o n/ a u t o ma t io n, E mp l o ye e co m p e t en c i e s & cu l tu r e, L ea r ni n g & p ro c e s s i mp ro v e m e n t, c o m p et in g t hr ou g h l ea rn i n g a n d in n o va t i on s Referenc e : O p e r a tio n s Ma n a g e m e n t, S te v e n s o n J. Wi llia m, , 9 th Ed itio n, T MH. Operations Management strategy and analysis, Lee J. krajewski and Larry P.Ritzman, 2007, 9th Edition, Pearson Operations Strategy by Slack and Lewis. Prentice Hall, Manufacturing Strategy by Hill. Irwin McGraw-Hill, Manufacturing Strategy: How to formulate and implement a winning plan by Miltenburg. Productivity Press, Restoring our competitive edge: competing through manufacturing by Hayes and Wheelwright. John Wiley & Sons, Operations Strategy by David Garvin. Prentice Hall, 1992 Balanced Sourcing by Laseter. Jossey-Bass Publishers, Elective R&SCM-3: Services & Retail Marketing 1. S er vi c e : c o n c e pt s, S co p e o f S er v i ce s. G o o d s -S er vi c e s c o n ti nu u m. 4 I s o f S er vi c e s G o o d s a nd S er v i ce s Cat e g or i za ti o n. I ndu s t ria l S er vi c e s. S eg m e n ta t io n ta r ge t Ma rk e ti n g a nd p o si ti o ni n g, Cu st o m e r e x p e cta t i on s a n d p er c e pt i on s o f s er vi c e s. 2. S er vi c e ma rk e ti n g Mi x : pr o du c t, Pr i ci n g, P la c e, Pr o m ot i on, P e op l e, P hy s i ca l e vi d e n c e a n d pr o c e s s. D i m e n si o n s o f S er vi c e Q u a l it y, M ea su ri n g s er vi c e Q u a li t y. 3. Stra t e gi e s for Ma rk e ti n g: o v er vi e w, s trat e g i e s for d ea l in g w it h in ta n g i bil it y, i n v en t or y, in c o n s i st e n c y a n d i n s epa rabil it y. Bu il di n g cu st o m er R e la t io n s h ip t hr ou g h S e g m e nta t i on a n d r e t en ti o n s trat e g i e s. S er vi c e Ma rk et i ng T r ia n g l e - E x te r na l Ma rk et in g, I nt er n a l Ma rk e ti n g, Rela t io n s h ip Ma rk et in g a nd I nt e ra cti v e Ma rk eti n g. 4. In tr odu c ti o n t o R eta i li n g: t y p e s, Fra n c hi s i n g i n r e ta i l, T ec h n ol o g y i n reta il, Fa c t or s a ffecti n g r e ta il, R e ta il i ng pr o c e s s. R e ta il i n g i n I n dia a n d e m er g in g tr e n d s a n d P o li c y i m p erat i v e s. 5. M er c ha nd i s e Ma na g e m e nt : s ou r c e s o f m e r cha n di s e, L o gi s ti c Ma na g e m e n t, Ca t eg o ry Ma na g e m en t, St or e La y ou t, D e s i g n a n d V i su a l M er c ha nd i si n g, R e ta i li n g St rat e g y a n d Cu st o m er S e rv i c e. Referenc e : H o ffman, , S e r v ic e s Ma r k e tin g, Th o m s o n. Lo v e lo c k, Ch a t te r je e, , S e r v ic e s Ma r k e tin g Pe o p le, Te c h n o lo g y S trate g y, 5 th e d i tio n, Pe a r s o n Ed u c a tio n. D a v id G i lb e r t, , Re ta il Ma r k e tin g Ma n a g e m e n t, 2 n d e d itio n, Pe a r s o n Ed u c a t io n. Ze i th a m l Va lo r ie A. a n d Bi tn e r Ma r y, , S e r v ic e s Ma r k e tin g T MH. Ra m p a l M. K. a n d G u p ta S. L, , S e r v ic e Ma r k e tin g, Co n c e p ts, a p p lic a tio n a n d c a s e s, G a lg o tia Pu b li s h in g Co m p a n y, Ne w D e lh i. Le v y & We it z, , Re ta il in g, T MH A J La m b a, , Th e Art o f Re ta il in g, T MH Pa tric k M. D u n n e a n d Ro b e r t F. Lu s c h, , Re ta i li n g, Th o m s o n Le a r n in g Fe r n ie & S p a r k s, , Lo g ist ic s & Re ta il Ma n a g e m e n t, Viv a Bo o k s G ilmore, , S e r v ic e s m a r k e t in g a n d Ma n a g e m e n t, Re s p o n s e Bo o k s G r o n r o o s, , S e r v ic e s Ma n a g e m e n t & M a r k e t in g, J o h n Wi le y Cu lle n & Ne wman, , Re ta i lin g, e n v ironment a n d o p e r a tio n s, Th o m s o n. BANKING & INSURANCE 3.3 Elective B&I -1: Law & Practice of Banking 1. Bank i n g a n d R egu la ti o n a ct o f A na l y s i s o f Fi na n cia l s ta t e m e nt s o f Ba nk s

19 19 3. Basel N o r m s & i s s u e s in i m p l e m en ta t i on i n I n dia 4. Ma na g e m e n t o f Ba nk s N P A a n d S AR F A ES I A c t 5. Ma na g e m e n t o f R i sk i n ba nk s V A R mo d e l, ca s e s tu d i e s o f r e c e nt ba nk fa ilu r e s i n I nd ia. 3.4 Elective B&I- 2: Investment Banking & Merchant Banking 1. N a tu r e o f I n v e st m e n t Ba nk s & M er c ha nt Ba nk s, C o n v er g e n c e i n ba nk i n g 2. Regu la t or y i s su e s c o n c er ni n g I n ve s t m e nt & M er c ha nt s Ba n k s 3. Ma na g e m e n t o f N B FC s,r e gu la to ry i s su e s. 4. Bank i n g s er vi c e s & s o c ia l i n clu s io n 5. A na l y s i s o f su b pr i m e c ri s i s o f i n t h e U S a n d i t s i m p li ca t io n s for In dia. 3.5 Elective B&I -3: Corporate Banking & Retail Banking 1. In tr odu c ti o n to pr o du ct s & s e rv i c e s o ffer e d b y c o m m e r cia l ba nk s. 2. Co m m e r cia l Ba nk c r ed it t o I ndu s tr y: T y p e s o f fa c il it ie s, T er m l oa n, u nd e r wr iti n g, w ork i ng ca pita l c r ed it, loa n s y nd i ca t io n, br i d g e fi na n c e, m e z za ni n e fi na n c e e t c. 3. Co m m e r cia l ba nk cr e di t to v e ntu r e ca p ita l fir m s, va lu a ti o n & r i sk ma na g e m e nt 4. T yp e s o f R eta il p ro du ct s : C o n su m er l oa n s, A u t o l oa n s, H o m e l oa n s e t c. 5. A gr i cu ltu ra l l oa n s T y p e s o f l oa n s & i s s u e s in r i sk ma na g e m e nt. FOURTH SEMESTER 4.1 Strategic Management 1. O v er v i e w o f s trat e g i c ma na g e m e n t: or i gi n o f s trat e g y, s trat e g y v s s tru ctu r e, el e m e n t s o f bu s i n e s s s tra te g i e s, S trat e g i c Ma na g e m e nt pr o c e s s. 2. En v ir o n m en ta l A na l y s i s: Stra t eg i ca l l y rel e va n t c o m p o n e n t s o f i n t er na l a n d e xt e r na l en v ir o n m en t, I n du st ry a n d c o m p et it i ve a na l y si s, a na l y si s o f r e s ou r c e s a n d c o m p e tit i v e ca pa bil it i e s, e nv ir o n m e n ta l s ca n ni n g te c h ni qu e s. 3. E sta bl i s hi n g or ga ni za ti o na l dir e c ti o n de v e lo p in g st ra te g i c vi s i o n, m i s si o n a nd s e tt i ng o bj e c ti v e s. S trat e gi c i nt e nt a n d t h e c o nc e p t o f s trat e gi c p yra mi d, c or p orat e et h i c s a n d s o c ia l r e s p on s i bi li ty. 4. G e n er i c c o m p eti ti v e s tra t eg i e s s ta bi lit y, e x pa n s i o n, retr e n ch m e n t, c o ng l o m erat e a n d t h eir va ria n t s. Stra t eg i c a n d c o mp e ti ti v e a d va nta g e, n e w bu si n e s s m o d el s fo r gl o ba l a n d i nt er n e t e c o n o m y, St rat e g y clu s t er s a n d m od e l s r ela ti n g to p ort fo li o a na l y si s. 5. Stra t e gy i m p le m e n ta t io n bu il d in g c o r e c o m p et e n ci e s a n d c o m p et it iv e ca pa bil it i e s, d e v el o pi n g p oli c i e s a n d p ro c e du r e s fo r i m pl e m e n ta ti o n. D e s i gn i n g a n d i n sta ll in g su p p ort i n g and rewa r d i n g s y st e m s. Eva lu a ti n g a n d m on it or i ng i m p l e m e nta t i on. S trate g y a n d S tructu r e Al fred C.Ch a n d le r S trate g ic Ma n a g e m e n t A le x M ille r a n d Ir win Co m p e ti tiv e Ad v a n ta g e s : Creatin g a n d S u s ta in in g, S u p e r io r Pe r fo r m a n c e M ic h a e l E. Po r te r Co m p e tin g fo r th e fu tu r e Prahla d a n d H a m m e l Th e Fu tu r e o f Co m p e tit io n Prahla d a n d Ve n k a ta r a m a n Craft in g a n d e x e c u tin g S trate g y Au r th o r A. Th o m p s o n a n d o th e r s Th e Art o f S trate g y Av in a s h K. D ix it a n d Ba r r y J.Na le b u f f ELECTIVE PA PERS MARKETING 4.2 Elective MM 4: Product and Brand Management 1. I ntroduc t io n to Pr o duc t M an ag e me nt: ba si c c on c e pt s o f pr o du c t; cla s s i fi ca ti o n o f pr o du ct; pr o du ct m i x a n d l i n e d e c i s io n s ; g ro w t h s trat e gi e s fo r F MCG ; or ga ni z i n g fo r pr o du ct ma na g e m e nt. Pr o du ct ma rk e t s trat e gi e s for l ea d er s, c ha ll e n g er s a n d fol lo w e r s. 2. N e w Pr o d uc t Pl a n ni ng an d D e v e lo p me nt : or ga ni zi n g fo r n e w pr o du ct, n e w pr o du ct d e v el o p m e nt pr o c e s s, La u n c h stra t e gy, R ea s o n s for n e w pr o du ct fa ilu r e s, c o n su m er a d o pti o n pr o c e s s, pr o du c t li fe c y cl e c o n c ep t s. 3. M ar ke ti ng Pl a nn ing : pla n ni n g pr o c e s s, co m p o n e nt s o f ma rk e ti n g pla n co m p e tit i on a na l y s i s, pr o du c t ca t e go r y a ttra c ti v e n e s s a na l y si s, cu st o m er a na l y s i s a n d c o m pe ti t or a na l y si s. S e g m en ti n g T a rget i n g P o si ti o ni n g (ST P ) ba si s for s e g m en ta t io n, d i ffer e nt ia ti o n a nd

20 20 p o si ti o ni n g, T e c hn i qu e s o f g oo d p o s iti o ni n g, P ri ci n g a n d c ha n n e l ma na g e m e nt s tra t eg y. 4. Brands a n d Br an d M a n ag e me n t: c u st o m er ba s e d b ra n d e qu it y bra n d p o si ti o ni n g a n d va lu e s ch o o s in g b ra nd el e m e nt s t o bu i l d bra n d e qu it y. 5. D e s ig ni ng M ar ke ti ng pr o g r a ms to b ui ld br a n d e qu it y: m ea su r in g s ou r c e s o f bra nd e qu it y d e s i gn a nd i m pl e m e n ti n g bra n di n g s trat e gi e s ma na gi n g b rand ov e r ti m e. Product Ma n a g e m e n t D o n a ld R. Le h m a n, Ru s s e l S. Win n e r a n d S trate g ic Brand Ma n a g e m e n t - Ke v in L. Kelle r Th e Brand Ma n a g e m e n t Ch e c k lis t Brab Va n a u k e n a n d Ma n a g in g In d ia n Brands Ra m e s h Ku m a r Ap p lic a t io n Ex e r c ises in Ma r k e tin g Ra m e s h Ku m a r Brands & Brandin g b y Th e Ec o n o m is t S trate g ic Brand Ma n a g e m e n t b y J e a n No e l Ka p fe r e r Bu ild in g, Me a s u r in g, a n d Ma n a g in g Brand Eq u i ty b y Kevi n L. Ke l le r H a n d b o o k o f n e w p r o d u c t m a n a g e m e n t Ch r is to p h e r H. Lu c h 4.3 Elective MM 5: Business Marketing Management 1. The N at ur e o f B us i ne s s M ar ke ti ng : bu s i n e s s a nd c o n su m er pr o du ct s, Basi s for cla s s i fi ca ti o n, D i ffer en c e b e t w e e n bu si n e s s a n d c on su m e r ma rk e ti n g, Bu si n e s s ma rk et in g i n gl o ba l co n t ex t, C la s s i fi ca ti o n o f bu si n e s s c on su m e r s, C la s si fi ca t i on o f bu s i n e s s pr o du ct s. 2. O r g a ni z at io n al B uy i ng Behav io ur (O BB) : k ey c ha ra ct e ri s ti c s o f or ga ni za t i o na l cu s t o m er a n d bu yi n g pr o c e s s Pu r c ha si n g or ga n iza ti o n a n d bu yi n g sta g e s, C on c e p t o f bu yi n g c e n t er, Bu y in g m ot iva ti o n s, Pu r c ha s er s eva lu a t io n o f p o t en tia l su p pl i er s, E n vir o n m e n ta l i n flu e n c e o n or ga ni za ti o na l bu y in g pr o c e s s. Ma rk e ti n g i n for ma ti o n sy s t e m for or ga ni za t i o na l ma rk et 3. B us i ne s s M ar ke t i ng Pl a n ni ng : pla n ni n g pr o c e s s, D e ma n d a na l y s i s, S eg m e n ti n g, T a r g eti n g a nd P o si ti o ni n g, I n du str ia l pr o du c t stra t e gy a n d Pr o du c t p o li c y, N e w pr o du c t d e v el o p m e nt, Ma na gi n g bu s i n e s s s er vi c e s, PL C o f i n du str ia l pr o du c t s. 4. M a nag ing Bus ine s s M ar ke t ing C h a nne ls: di r e ct a n d i n d ir e ct di s tr ibu ti o n, E -cha n n el s, D i st ri bu t or s, Ma nu fa ctu r e r r e pr e s e nta ti v e, Cha n n el d e s i g n a n d a d mi n i stra ti o n. C o n c e pt o f l o gi s ti c s a n d su p p ly c ha i n ma na g e m e n t i n bu si n e s s ma rk e ti n g. P ri ci n g st rat e g y for bu s i n e s s ma rk e t s C o m pe ti ti v e b id d i ng a nd l ea s i ng, A d v e rti s i n g a n d sa l e s pr o m ot i on, P er s o na l s el li n g i n bu si n e s s ma rk e ti n g 5. M a nag ing Bu s i ne s s M ar ke t s : ma na gi n g p er s o na l s e ll in g fu n c ti o n, K e y a c c ou n t ma na g e m e nt, Sa l e s a d mi ni s tra ti o n, S e ll i ng t hr o u gh I n te r n et. E -commer c e, Pr o s p e c ti n g on I nt er n e t, A c c e pt i n g o r d er s a n d pa y m e n t o n n et Bu s in e s s Ma r k e t in g Ma n a g e m e n t Mic h a e l H u tt a n d Th o m a s S p e h, 8 t h Ed it io n, Th o m s o n Le a r n in g In d u s tria l Ma r k e tin g Re e d e r a n d Re e d e r (PH I) In d u s tria l Ma r k e tin g R ic h a r d H i ll (AI TBS ) S u p p ly Ch a in Ma n a g e m e n t S u n il Ch o p r a a n d Pe te r Me in d l (1 s t In d ia n r e p r in t, Pe a r s o n Ed u c a tio n ) Bu s in e s s Ma r k e tin g H a y n e s Bu s in e s s Ma r k e tin g Ra n g a n 4.4 Elective MM 6: Services Marketing 1. I ntro duc tio n to Se r v ic e s M ar ke t ing : d e fi n it io n o f s e r vi c e s, R ea s on s for e m er g e n c e o f s e r vi c e s ma rk e ti n g, C ha ra c te ri s ti c featu r e s o f s er vi c e s ma rk e ti n g, Se r vi c e ma rk et in g mi x, R e c e nt tr e n d s i n s er v i c e s ma rk et i ng. S e ct ora l vi e w o f s er vi c e i n du str y. 2. C o ns u me r Be h av io ur in Se r v ic e s : ga p a na l y si s for u nd e r sta n di n g c o n su m er b eha v iou r. Cu s t o m er ex p e c ta ti o n s Cu s to m er p er c e pt i on, Fa ct or s i n flu e n ci n g cu s to m e r e x p ec ta t i on s. S er v i ce d e v el o p m e nt a n d d e si g n, S ta g e s i n n e w s e r vi c e d e v el o p m e nt, S e r vi c e blu e pr i nti n g. Cu s t o m er d e fi n e d s er v i c e s ta n da r d s. Ph y s i ca l ev i d e nc e s e rv ic e s ca p e. 3. D e liv e r i ng a n d Pe r fo r mi ng Se r v ic e s : e m p lo y e e s r o l e in s er v i ce d el i v er y Bou n da r y -spa n ni n g r ol e s, St rat e gi e s for cl o si n g ga p s. Cu s t o m er r ol e s in s er vi c e d eli v er y, D e li v er i ng s er v ic e s t h rou g h i nt er m e dia ri e s a n d el e c tr o ni c c ha n n el s. 4. M an ag ing D e m a nd a n d C ap ac i t y: ma na g i n g s er vi c e pr o mi s e s, I n t eg rat e d s er v i c e ma rk e ti n g co m mu n i ca ti o n s, Pr i ci n g o f s er vi c e s, T he i n t e grat e d ga p m o d el s for s er vi c e qu a li ty. 5. M ar ke t ing o f Se r v ic e s : h ea lt h ca r e, H o s p ita l it y s er vi c e s, T ra n s p ort s er v i c e s, T el e c o m mu ni ca ti o n s e rv i c e s, C o n su l ta ti o n s e r vi c e s, Fi na n cia l s er v i c e s. S e r v ic e s Ma r k e t in g In te g r a te d Cu s to m e r Fo c u s Ac r o s s T h e Fir m Va la r ie A. Ze i th a m l a n d M. J. Bi tn e r S e r v ic e s Ma r k e t in g Pe o p le, Te c h n o lo g y a n d S t r a te g y L o v e lo c k S e r v ic e s Ma r k e t in g Ra v ishankar Ma r k e t in g o f S e r v ic e s J h a Ma r k e t in g o f S e r v ic e s G.S. Bh a tia Ma r k e t in g o f S e r v ic e s S a h u a n d S in h a

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